Armstrong and Baron (2000) define performance management as “a process that contributes to the effective management of individuals and teams in order to achieve high levels of organizational performance."
Performance development requires a psychological shift for organizations view managers as coaches. Fundamentally coaches:
- Establish expectations
- Continually coach
- Create accountability
Good managers establishes expectations and give employees a voice in the process. It is key for employees to know why their role exists and how their role expectations connect with team and organizational objectives.
Performance is not an annual event — it must occur every day. Coaching frequently helps managers and employees create an ongoing dialogue about performance expectations. When dialogue is frequent, expectations can be clarified or adjusted to meet performance outcomes.
Effective performance development involves managers and employees to review performance expectations and plan accordingly for the future. Let our consultants help you strategize and reach your performance development goals today.
Armstrong, M., & Baron, A. (2000). Performance management. Human resource management, 69-84.
Wigert, B., & Harter, J. (2017). Re-engineering performance management. Gallup Press.