Performance management Theories

Performance Defined

Performance means both behaviors and results. Behaviors emanate from the performer and transform performance from abstraction to action. Not just the instruments for results, behaviors are also outcomes in their own right- the product of mental and physical effort applied to tasks – and can be judged apart from results by Brumbach (1988: 387).

Performance management

Performance management is a systematic process for improving individual, team and organizational performance. Brumbach (1988: 389) suggest that ‘human performance is managed in order to achieve positive successes, avoid negative successes and failures and be hospitable to positive failures’. Getting better results by understanding and managing performance within an agreed framework of planned goals, standards and competency requirements are means of the individual-level performance management.

The individual performance management  for the aligns individual objective to organizational objectives and encourages them to uphold corporate core value, enable expectations to be defined and agreed in terms of role responsibilities and accountabilities and behaviors, provides opportunities for individuals to identify their own goals and develop their skills and competencies.

Underpinning theories – Buchner (2007)

Goal theory

Goal theory, as developed by Lathanm and Locke (1979), highlights four mechanisms that connect goals to performance outcomes.

01.  They direct attention to priorities

02.  They stimulate effort

03.  The challenge people to bring their knowledge and skills to bear to increase their chances of success

04.  The pore people will draw on their full repertoire of skills.

Advantage- supports the emphasis on performance management on setting and agreeing objectives against which performance can be measured and managed.

Control Theory

Control theory focuses attention on feedback as a means of shaping behaviors. As people relieve feedback on their behavior they appreciate the discrepancy between what they are doing and what they are expected to do and take corrective action to overcome the discrepancy. Feedback is recognized as a crucial part of performance management process.

Social Cognitive theory

This suggests that what people believe they can or cannot do powerfully impacts on their performance. The social cognitive theory was developed by Bandura (1986). It is based on his central concept of self-efficacy. Developing and strengthening positive self-belief in employees is, therefore, an important performance management objective.

Reference/Bibliography

Armstrong, M. (2012) Armstrong’s Handbook of Human Resource Management Practice, 12th edition

https://www.mindtools.com/pages/article/newHTE_87.htm

https://www.youtube.com/watch?v=c1ojeClTzYM

researchgate.net/figure/Banduras-model-of-Social-Cognitive-Theory-representing-the-triangular-relationship_fig2_257633027