Sample Essay on Performance Management

Performance Management


Performance management for any organization is a significant success factor. It is a type of management that aims at realizing maximum employee potential. The Human Resources Management team handles the role in many cases and the department deals with employee welfare directly (Singh 2007). Even so, it is essential to be consistent in performance management to ensure it works efficiently in a company.

It is also imperative to lay a good plan, foundation, analyze and implement effectiveness of the process, review it and establish the next phase of performance management (Nankervis & Compton 2006). This paper evaluates performance management process at the United Nations Development Program (UNDP), with the intention of identifying different performance management links.

Theoretical Review

The goal of many companies is to generate profits and expand over the years. To achieve their objectives, many companies depend on their human resource management team. Employees are therefore great assets to organizations (Ghalayini & Noble 1996).

Even though many big companies recruit able workforce, continuous high performance is still significant to ensure consistent productivity. Performance management also helps to maintain consistency via five steps (Chwelos 2010). Managers in the first step lay the foundation by informing employees of missions and goals of the organization. An organizations missions and goals have to be considerate of staff needs to enhance cooperation and ownership.

Additionally, each staff member needs to have clear understanding of his or her job description and company expectations (Carmeli et al. 2006). Managers in the second step have to plan for the process via open channels of communication regarding responsibility and accountability of employees. This leads to adherence of an individual’s job requirements.

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Employees in the third step have to implement a plan by adhering to responsibility and accountability (Ferris et al. 2008). Therefore, staff members live to the management team’s expectations via commitment and more in-put. The step involves maximum supervision and grading performance by superiors (Chen et al. 2005). This is followed by step assessment where collected data is analyzed to determine advancement in performance of employees (Boss & Sims 2008). This kind of evaluation helps management team to review the impact of performance management and to devise plans for contract renewal (Rahman 2006). It is a step that completes the cycle paving way for performance management second phase.

The continuity is also ideal as it helps to ensure consistent productivity and its success is dependent on environmental analysis and strategic planning (Clancy 2007).

Real Life Example

United Nations Development Programs has been successful over the past years because of quality performance management strategies implementation. It ensures that all staff members understand its goals (Verma et al. 2008). Additionally, the leaders ensure that all staff devises attainable goals aligned to the goals of UNDP. There are also consistent analyses of employee performance carried out quarterly and annually with a purpose of enhancing productivity.

The step also enhances accountability and responsibility (Aguinis 2013). Even so, there are still challenges related to implementation of the strategies practicality and thoroughness is still lacking. UNDP therefore needs to change its performance management to further increase productivity.


Performance management is the stepping stone to success for every organization (Tapinos et al. 2008). Employing the performance process efficiently with a team of managers that is empowered transformed after each phase helps in ensuring success in the organization. The UNDP applies the strategy by ensuring individual and organizational goals are aligned. Even so, UNDP still wants in regards to practicality and thoroughness (Condrey 2010).

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Aguinis, H, 2013, Performance management. 3rd ed, Upper Saddle River, NJ: Pearson/Prentice Hall

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Carmeli, A, Meitar, R, & Weisberg, J 2006, ‘Self-leadership skills and innovative behaviour at work’, International Journal Of Manpower, 27, 1, pp. 75-90, Business Source Complete, EBSCOhost, viewed 15 February 2014.

Chen, G, Gully, S, & Eden, D, 2001, ‘Validation of a New General Self-Efficacy Scale’, Organizational Research Methods, 4, 1, p. 62-83, Scopus®, EBSCOhost, viewed 15 January 2014.

Chwelos, P, 2003, Approaches to performance measurement in hedonic analysis: Price indexes for laptop computers in the 1990’s’, Economics Of Innovation & New Technology, 12, 3, p. 199, Business Source Complete, EBSCOhost, viewed 15 February 2014.