Question

Synthesize by explaining the FOUR (4) results which can be expected from a performance management system designed with a strong quality orientation

HUMAN RESOURCES

Answer 1

A performance management system is the process of identifying, measuring, managing, and developing the performance of the human resources in a corporation. It's succeeded within the application of performance appraisal that ensures to gauge employees' performance at the workplace. It includes both qualitative and quantitative dimensions of employees, ' job performance. Features of this ob appraisal are; Organized process, Evaluating process, Periodic process, Futuristic, Identifies employees potentialities, Develops employees, and formal or informal process. Quality Orientation is accomplishing tasks by considering all areas involved, including small and big; concern to entire aspects of the work. That's accurately evaluating processes and tasks over a period.

To consider the aim of performance appraisal is specialize in the areas such as Providing feedback, Facilitating promotion, and downsizing Decisions, Motivating super performance, Setting and Measuring Goals, determine compensation, Counseling poor performers, Encouraging coaching and mentoring, Supporting manpower planning, determining training and development needs, Validating hiring dimensions, Providing a legal, dependability for personnel decisions, and improving overall organizational performance.

The performance appraisal measures within the view of the performance management system; the technique could also be called Modern/ Future-oriented Techniques. It includes Behavioral Anchoring Rating Scales (BARS), Management by The objectives (MBO), Psychological Appraisal, Human resource Accounting, 360-degree Performance appraisal, and Assessment centers.

To conclude, the performance management system designed with strong quality orientation may lead to the four main aspects such as:

1. Emphasize an assessment of system factors within the measurement system, but not of the person factors.
2. Emphasize that managers and employees work separately to unravel performance problems.
3. Involve only the external customers in setting standards and measuring performance share.
4. Share the financial rewards of successes with employees consistent with what proportion they need to contribute to them.