A Guide To Performance Management .pdf
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A Guide To
A Guide To Performance
Nowadays, a great signiﬁcance is being given to Performance Management, as
companies incorporate them in their eﬀective management ﬆrategies. However, a
lot of people ﬁnd this process a complicated one, moﬆly because of the many
options that it oﬀers – on the organization, a speciﬁc department/branch, a product
or service, and on employees, among others.
In order to minimize this confusion, the items below will give you a general idea of
what Performance Management is all about as well as the activities that are
involved in this process.
What is Performance Management?
Performance management is a process that provides both the manager and the
employee (the person being supervised) the chance to determine the shared goals
that relates to the overall goals of the company by looking into employee
Why is it important?
Performance Management eﬆablishes an outline for employees and their
performance managers to assess and to come to an agreement on certain concerns
and aims that are in accordance with the overall ﬆructure of the company. This
enables both parties to have clear objectives that would help them in their work
and in their professional growth.
Who conducts Performance Management?
Performance Management is carried out by those who oversee the performance of
other people – work/team leaders, supervisors, managers, directors, or department
What are the processes involved?
Below are the phases of the Performance Management process:
This phase of Performance Management process includes eﬆablishing job
descriptions and identifying the employee’s essential functions as well as deﬁning
the ﬆrategic plan/s of the department or the company as a whole.
A job description is used to advertise a vacant position, which typically speciﬁes
The speciﬁc functions, tasks, and responsibilities of the position
The amount of time needed to act upon each function
The qualiﬁcations needed (skills, knowledge and abilities) to perform the job
The physical and mental requirements of the position
Salary range for the position
To whom the position reports
Job descriptions should be disclosed to the employee as soon as he or she is hired.
Note, however, that job descriptions are liﬆed using words that make it diﬃcult to
measure the employee’s performance. They are in contraﬆ with competencies,
which liﬆ the skills needed in performing such tasks and are described using terms
that can be measured.
In eﬀect, a ﬆrategic plan tells you three things:
Where the company is heading in the coming year/s.
How the company is going to get there.
How the company will know if it is already there or not.
Included in a ﬆrategic plan are the following:
Mission ﬆatement – the primary reason why your department (or company) exiﬆs.
Goals – associated with the mission ﬆatement, they determine the results that will
advance said ﬆatement/s.
Strategic initiatives – speciﬁes deﬁnite ﬆeps that muﬆ be taken to accomplish each
goal. It is a dynamic process, usually examined during periods such as one or two
This phase of Performance Management process includes developing performance
ﬆandards, which oﬀers a scale that describes how a speciﬁc job should be
performed in order to meet (or exceed) expectations. They are explained to newly
hired employees and are later used to evaluate work performance.
Performance ﬆandards are generally outlined with the help of the employees who
actually perform the tasks or functions. There are a number of advantages with this
The ﬆandards will be suitable to the requirements of the job
The ﬆandards will be applicable to actual work conditions
The ﬆandards will be easily underﬆood by the employee (and performance
manager as well)
The ﬆandards will be acknowledged (and received) by the employee and the
Standards of performance are usually in the form of ratings (1 to 5, A to E) that are
used by performance managers to rate the employee’s actual level of performance.
This phase of the Performance Management process includes monitoring
employee’s work performances and giving feedback about them.
As the basis of feedback, observations should be veriﬁable: they should involve
noticeable and work-related facts, events, behaviors, actions, ﬆatements, and
results. Feedback of this type is called behavioral feedback, and they help
employees improve and/or suﬆain good performance by precisely identifying the
areas that the employee needs to improve without judging his or her character or
This phase includes conducting performance evaluations. This is the critical aspect
of the Performance Management process, especially because it is important for
performance managers to arrive at an unbiased assessment.
A performance appraisal form has the following features:
Employee performance development recommendations
Why conduct performance appraisals? It provides an opportunity to improve
performance in the future not only for employees, but for managers as well.
Performance appraisals enable managers to acquire information from employees
that will help them make employee's jobs more productive.
This phase of the Performance Management process includes eﬆablishing plans
for improved employee performance and development goals. This advances the
overall goal of the company and at the same time increases the quality of work by
Encouraging conﬆant learning and professional growth.
Helping employees maintain the level of performance that meets (and exceeds)
Improving job - or career-related skills and experience.
In closing, Performance Management is a process that, when executed fairly and
eﬀectively, can improve the quality of the company’s workforce, raise ﬆandards,
increase job satisfaction, and develop professionalism and expertise that would
beneﬁt not only the employees but the entire organization as well.
Audit services are essential to eﬆablish credibility and build reputation
- critically important assets in a global economy underminded by
business scandals on multiple continents. Companies that successfully
address audit issues improve the quality of their ﬁnancial reporting
and ﬆand to gain credibility internationally with leading sources of
As an international business, you manage a challenging array of risks
on multiple fronts: ﬆrategic, operations, compliance, and reporting.
Today’s ﬆakeholders - including shareholders, cuﬆomers, and
employees - expect high ﬆandards.
Every day - somewhere in the world - tax regulations, rules, and
treaties change. Strategies that reduced taxes yeﬆerday may not work
today. New opportunities to save money could be missed - especially
as you enter new markets. The talented tax ﬆaﬀ in your organization
might not have time to keep up with each nuance.
Many acquisitions fail to live up to expectations. The reaseons range
from poor deal ﬆructure, poor ﬆrategic ﬁt, failure to identify problems
with the quality of earnings, overly optimiﬆic eﬆimates of synergies, to
lack of an integration plan.
About Dawgen Global
Dawgen Global is an integrated multidisciplinary professional service firm in the
Caribbean Region. We are integrated as one Regional firm and provide several
professional services including: audit, accounting, tax, Information Technology,
Risk, HR Solution, Performance, M&A, corporate finance and other advisory
Our Caribbean regional network
covers Jamaica. Trinidad and Tobago,
Bahamas, Bermuda, the Cayman Islands, the Eastern Caribbean (Barbados,
Antigua, St Lucia, Grenada, and St Kitts & Nevis), the Netherlands Antilles
(Bonaire, Curacao, and St Maarten) and Aruba and the Turks and Caicos
Our regional focus is to improve services to local, regional and international
clients. Through our affiliation and membership in other Global Networks and
Associations, we offer a global perspective while maintaining our regional
insight by seeking alternatives for you – we tap the power of both.
Our multidisciplinary teams of professionals leverage a wealth of
industry-tailored, practical approaches to help you discover opportunities for
your business. Whether your organization is strong and healthy, under stress or
facing difficult choices, we work with you to find financial, strategic and
operational solutions that improve your liquidity, financial flexibility and
stakeholder returns. We’re here to help you build a sustainable business – in the
short and long-term.
Regional Head Office: Dawgen Towers, 47-49 Trinidad Terrace, Kingston 5 |
Telephone: (876) 929-2518| (876) 926-5210| (876) 630-2011| Fax: (876)
Tel: 876-926 5210/876-6302011
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