Enhancement of an organization’s productivity and performance requires performance planning followed by many steps to be taken in the organization. The outcome expected from the application of the first phase is that due to the formation of an agenda which is oriented with and employee and his annual goals, employee will start to know his objectives and how they are aligned with the objectives of the company. Identification of a clear role will lead to higher performance and focused work, a better scenario compared to the earlier aimlessness.
Through timely meetings between the employees and the manager, it can be known how much work has been done in the between meetings and it can be observed if the performance of an employee has improved. If the performance of an employee has declined, the responsible factors can also be siphoned out and measures can be taken. Due to this system, the performance of employees will be efficiently evaluated and the level of performance of employees will get sustained and improved over time. The feedback from employees will provide useful information if there are collective factors affecting the entire workforce or any internal problems. (Markos & Sridevi, 2010)
By a formal system of performance appraisal, employees will get benefits like increased pay for achievements like continuous high performance and leave benefits for achievement of short term goals as decided in the agendas formed for every employee. For not being able to achieve short term goals, employees will have to attend one-to-one sessions with managers which will lead to the solution of any problems and alleviating problems leading to a declined performance. As the complete workforce is going through the same process, the employees will feel that they are a responsible part of a big organization and how they perform matters and affects their position in the organization. (Harvard Business School, 2013)
Due to the application of the last phase of performance reviews, the areas of performance will be highlighted leading to a more specific agenda for the future which will be reflected on the future meeting resulting in a progressive performance of the workforce. (Markos & Sridevi, 2010)
Measurement of Effectiveness
After the implementation of this new plan, notes will be taken with every meeting due to the application of the first phase. After continued meetings with an employee, the notes can be compared and the performance chart can be obtained of an employee can be obtained by looking the at the factors like in how many months employee has shown positive signs in work and if there are continuous problems with an employee. As employees who have achieved their short term goals have to attend more meetings, the progress can be effectively tracked for an employee with declining performance.
Strict actions are made through memos and less perks regarding leaves and extra pay which are recorded and also leaves assigned to an employee due to good performance are also recorded along with the extra perks which give an account of the employee’s performance. The performance appraisal forms will change shape during the course of time and will give a distinct image of the overall performance of an employee.
• Another additional parameters which help in defining the direction of performance are:
• The amount of leaves assigned due to good performance.
• Salary hike due to high employee performance
• No. of employees who have achieved their short term goals.
• Employees who have not achieved their goals and assigned memos.
• Reduction in areas of improvement in employees as the areas will have been improved in some cases.
After the execution of all the phases, the areas of improvement will be clearly defined for the employees and key performance indicators will help further in analyzing the performance through achievement of goals and less number of leaves taken by the employees. (Weber & Thomas, 2005)Employee engagement will also be a subjective area of measurement for analyzing the level of employee engagement in the organization.
Harvard Business School. (2013). The Impact of Employee Engagement on Performance. Harvard Business Review.
Markos, S., & Sridevi, M. S. (2010). Employee Engagement: The Key to Improving Performance. International Journal of Business and Management, 89-96.
Weber, A., & Thomas, R. (2005). Key Performance Indicators: Measuring and Managing the Maintenance Function. Ontario: Ivara Corporation.