Manage People Performance Essay

It is important when allocating work to ensure that resources are appropriately allocated and that they are available for use as and when they are needed. When drawing up a plan you need to focus on what you want to achieve, what you can do to achieve it and what might happen while you are moving toward achievement. You must consider what will be done, when and how it will be done and by whom. You need to identify and communicate organisational vision and develop a unified sense of direction. You will need to conduct an environmental scanning/analysis.

Identify short a long term goals and make sure they are realistic and achievable. You would need to develop with relevant personnel strategies and plans for goal achievement as well as financial plans. These plans would need to be communicated to stakeholders and then implement these plans. During this process you must set appropriate KRA’s and KPI’s and track, monitor and evaluate the procedure. When allocating work, the competencies and availability of staff must be considered so that work is allotted to those who are best equipped to do it. You must consider employee experience, skills, knowledge, understandings and workloads.

You must consider checking their understanding and give support and opportunities to ask questions. When allocating work the goals and objectives must be clearly defined so that employees can put them into action plans and achieve these goals. Managers and leaders must take into consideration, the interests of the staff members, their availability and the likely outcomes of involving specific employees. You must also consider resource management. When planning work and allocating tasks to employees and employee groups teams efficiency, productivity, cost management and outcomes must all be considered.

When allocating work and drawing up plans you must consider a project plan as it shows a description of what is to be done, when and by whom and what funds are available. It covers the entire set of tasks that a project requires and allocates the different aspects of the project to the employees who are best equipped to produce the required outputs. It shows the major products, milestones, activities and resources required on the project. It is necessary to develop KRA’s and KPI’s that meet the organisations needs because they include clearly defined and achievable goals.

They measure progress during the year in terms of identified targets, manage skills development, identify areas for development, contribute to the company’s wealth creation, obtain feedback that allow a change of direction when needed and promote an environment of self management. They point to what needs to be achieved. They indicate areas of current and ongoing success. It is also necessary to develop and implement performance management systems because they enable management to track, monitor and evaluate work to ensure that it is contributing towards the success of the organisation.

To have a code of conduct in an organisation is vital because it has rules outlining responsibilities of proper practices for individuals and the organisation. It contains descriptions of the principles, values, standards, and rules of behaviour that guide the decisions, procedures and systems of an organisation in a way that contributes to the welfare of its key stakeholders and respects the rights of all constituents affected by its operations.

A code of conduct provides a guide to staff for appropriate behaviour it will impact on the way they do their work and on the performance standards expected of the employees. Regularly monitoring and evaluating the work of employees enables the organisations manager to maintain current knowledge of what is happening, to pinpoint problem areas and to solve problems before they become destructive. Monitoring and evaluating will help achieve the intended outcomes, goals and objectives. Giving feedback and reinforcement to employees and acknowledging good work should be a continuous process.

Feedback is the information that is given to people to let them know what they are doing well and what needs to improve. It also lets employees know that their efforts have been noticed. Acknowledging reinforces good work practice/behaviour and encourages us in continuing improvement. It acts as a source of recognition for the contribution made by the employees. Employees whose contribution to improvement processes and organisational success is recognised will be motivated to continue improving and you will have created higher levels of enthusiasm.

It is important to acknowledge employees efforts and give feedback because employees who feel ignored and exploited will stop caring about their performance levels and quality. The employee will start underperforming, give poor customer service and relationships in the workplace will become strained. Giving effective feedback, reinforcement and acknowledgment will result in learning, improved competence, observable behavioural change and motivation. It will also make the employee feel valued and encourage good work.

It is necessary to have systems in place to manage poor performance because they will help monitor, evaluate and keep track of the performance. Performance issues are most easily addressed and resolved when they are at a low level of difficulty and of short duration. Having systems in place will help you see what is doing well and what isn’t and you will be able to change, address and fix it. Problems that are not addressed might go underground, to represent at a later time at a higher level of disruption and significance.

Having systems that manage poor performance in place will lead to improvement in performances. It is necessary to understand the organisations termination policy and the legislation to which it relates because unfair termination or dismissal can lead to consequences of dismissal under unfair dismissal laws. Employees can claim that their dismissal was harsh, unjust or unreasonable and unfair and file a complaint or go to court. Unlawful dismissals are primarily based on discrimination grounds and notice periods.

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