Introduction
Managing employee performance is one of the key drivers for
organizational success in the present context of firms trying to adopt a
resource centered view of the organizational. We have seen elsewhere
that integrating HRM practices with those of organizational goals and
strategy increases the competitive advantages for the firm. Similarly,
managing employee performance within the larger framework of
organizational goals is critical for organizations that count people
among their key assets. As we have been mentioning throughout, firms in
the service sector that lay a lot of emphasis on people need to ensure
that employee performance is managed in a holistic manner.
A Two Way Street
When we talk about employee performance, we need to remember that it is a
two way process that tie in the manager and the employee with the HR
manager playing the role of a mediator. For instance, any discussion
about employee performance has to include the manager and the employee
or the manager andthe
managed. Hence, it is imperative that both parties to this transaction
realize their responsibilities and work together to ensure that the
process is smoothened. In the succeeding sections, we discuss the role
of the manager and the employee and how organizational focus on managing
employee performance can play a role as well.
The Role of the Manager
The manager has a duty to ensure that his or her management of the
employees is free of biases and prejudices. It’s been the case across
industries and verticals where the employees feel discriminated against
leading to attrition, lower employee morale and in the extreme cases,
lawsuits against the company. Hence, the manager has to “walk the talk”
and not simply pay lip service to the company’s policies on employee
performance. During the course of working together as a team, there are
bound to be instances where friction between the manager and the team
and within the team manifests itself. It is incumbent upon the manager
to ensure that this does not morph into a corrosive effect that
threatens the very existence of the team.
The Role of the Employee
The above section looked at the role of the manager. The manager has a
duty to manage the team effectively and so does the employee have
corresponding responsibilities as well. Absenteeism, Shirking Work, A
negative attitude and a blasé approach to work are some things that the
employee must avoid. It is helpful to the employee to know that once he
or she is categorized as having an attitude problem, then it would be
difficult for the employee to break the perception and perform
effectively. This does not mean that the employee has to take whatever
comes his or her way. The point here is that the employee must use the
channels available for redressal instead of sulking at work if he or she
has grievances about the manager.
Organizational Focus
Though the role of the HR manager and the organization seems to be
relatively small, it is a fact that organizational goals and culture
play a very important part in ensuring that employee performance is
managed to the benefit of the organization. Most of us have read about
or heard the benefits of working for MNC’s (Multinational Companies) in
India. The reason why they are highly talked about is the perception
among potential and aspiring employees that these companies treat their
people well. Though the point here is not to belittle Indian companies,
the objective of this section is to highlight the ways in which
organizations can shape the treatment of people in theory and practice.
Conclusion
We have seen the centrality of managing employee performance to the
success of the organization. If organizations want to cut down on
attrition and boost sagging employee morale, the first thing they can do
is to ensure that the employee performance management system is
streamlined. Only by a focused approach towards this key driver of
organizational effectiveness can the firms ensure that they do not lose
out on the “war for talent” as well as “retention” of achievers.
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