Sunday, April 28, 2019

Performance Management, Emotional Intelligence and Its Strategic Essay

Performance Management, Emotional Intelligence and Its Strategic Importance in HRM - Essay congressmanIt seeks to answer the question of how an effective mathematical process concern agreement can be implemented to exploit employee productivity and growing (Shaw 1995). Emotional intelligence is increasingly finding its place in the corporate or government activityal structure. This is because it provides a new way to understand and assess peoples behaviour, commission style, attitudes, interpersonal skills and effectiveness. This strive will also unravel the forms of emotional intelligence and how they can be employed by HR professionals in planning, job profiling, recruitment, and customer relations. Performance management and its strategic importance in HRM Performance management is maximising individual or/team performance to achieve a motivated workforce construct to scale the highest heights resulting in high quality output (Goleman, Boyatzis and McKee2002). Performan ce management is an essential joyride for top performing organisations and organisations aiming for the top. Ideally, a performance management system should be designed to suit the of necessity of a particular organisation. It should support pay, promotion, employee development, recruitment and reduction in force within the hierarchy system. Overloading the system with too m both objectives will make it choke and lose focus. The choice of a performance management system should be determined by the business needs, organisational culture, and its integration with other human resources management systems. For example, it is recommended that an organisation should devise distinct systems of performance management for decision making and performance management for employee development to head off conflict of interest. A performance management system for decision making uses appraisal information as a basis for pay increment, promotions, transfers, reduction in force or any other admini strative human resource decision (Goleman, Boyatzis and McKee2002). On the other hand, a performance management system for development uses appraisal information as a guide in training, job experience and capacity, mentoring or any other employee development activity aimed at improving employee productivity. This is especially the case in employee rating as different rating systems grade the employee differently depending on the system. Generally, ratings for decision making are more sonant compared to ratings for development which vary with employee strength and development needs. Further illustration of the disparity in the two systems is reflected during rating of employees ratings in order to make reward decisions, where individual employees are supposed to give development feedback, they move to be reticent to discuss their development needs so as not to jeopardise potential rewards and opportunities (Condly and Stolovitch 2003). An effective performance management system sh ould have a well articulated process for accomplishing paygrade activities with well defined timelines for managers and employees, and all employees should be treated in a fair and equitable manner. The main(prenominal) stages of a performance management system are a revolving mechanism of performance planning, ongoing feedback, employee input, performance evaluation and performance review. At the beginning of a performance management cycle, employee performance expectations should be reviewed with a focus on their behaviour and what are expected to deliver in the next cycle. Behaviour reflects how an employee does a job. The focus is on

No comments:

Post a Comment

Note: Only a member of this blog may post a comment.