10. When developing a PMS, managers need to choose between various options or features of design available to them. Outline at least four such options. Your discussion should also outline the strengths and weaknesses of the various performance management methods.

10.   When developing a PMS, managers need to choose between various options or features of design available to them. Outline at least four such options. Your discussion should also outline the strengths and weaknesses of the various performance management methods.

The following features can be taken into consideration when designing a PMS:

·        Performance will consider both behaviours and outcomes (technical).

·        Outcomes are aligned on company goals.  These corporate goals are translated into departmental – team and individual goals.

·        It is a continuous work-related process – a systematic cycle.

·        It relies on agreement and cooperation instead on excessive control & coercion.

·        It encourages self management and empowerment.

·        It gives lieu to two-way communication between employees and managers/supervisors.

·        There is a need for continuous feedback – coaching and counselling can take place.

·        Performance is assessed against agreed targets/goals and takes into consideration a specific period and performance Indicators for more objectivity.

·        Self evaluation takes place thus creating self awareness in the employee and ‘remise en question’.

·        Development and training is identified to improve performance.

·        Focus is on future performance

·        Performance can be linked to reward.

·        It applies to ALL employees of the organisation (top to bottom) and must be driven from top.

These include models of standards, self-review systems, and performance maintenance programs.

The first performance management tools an organization needs are those that allow them to develop beneficial customized standards. Models provided by other organizations are one of best ways to accomplish this. Such models may be chosen by field, specialty, or business type.

There are often Internet sites and publications where a collection of such model standards can be found. It should not be forgotten, however, that a model is a tool used to set an example. Organizations should consider themselves as a unique entity when it comes time to define their standards. Copying what another organization has done can be just as inefficient as not having a performance management strategy.

One of the most common performance management tools, which can be found in many models, is annual performance evaluations. These are often done at the organizational level, especially when there are compliance issues, and at the individual level. Annual reviews have, however, come under scrutiny. Many people feel they are actually counter-productive. It has been noted that using annual evaluations as the sole performance management tool can actually worsen a situation in which the assessment is mediocre or negative.