15 Characteristics Of An Ideal Performance Management System.pdf
Microsoft Word - Document1 Capilano University BADM 329 Aguinis, H. (2013) Performance Management, pg. 29 - 30 15 Characteristics of an Ideal Performance Management System Characteristic Definition Strategic congruence Individual goals are aligned with unit and organizational goals Context congruence The system is congruent with norms based on the organization’s culture The system is congruent with norms based on the culture of the region and country where the organization is located. Thoroughness All employees are evaluated. Evaluations include performance spanning the entire review period. All major job responsibilities are evaluated. Feedback is provided on both position and negative performance. Practicality It is readily available for use. It is easy to use. It is acceptable to those who use it for decisions. Benefits of the system outweigh the cost. Standards and evaluation for each job function are important and relevant. Only the functions that are under the control of the employee are measured. Meaningfulness Evaluations take place at regular interval and at appropriate moments. System provides for continuing skill development of evaluation. Results are used for important administrative decisions. Specificity Detailed guidance is provided to employees about what is expected fro them and how thy can meet these expectations. Identification of effective and ineffective performance The system distinguishes between effective and ineffective behaviours and results, thereby also identifying employees displaying various level of performance effectiveness. Reliability Measures of performance are consistent. Measures of performance are free of error. Validity Measures include all critical performance facets. Measures do not include factors outside employee control. Acceptability and fairness Employees perceive the performance evaluation and reward received relative to the work performed as fair (distributive justice). Employees perceive the procedures used to determine the rating a subsequent rewards as fair (procedural justice). Employees perceived the way they are treated in the course of designing and implementing the system as fair (interpersonal justice). Employees perceive the information and explanation they receive as part of the performance management system as fair (informational justice). Capilano University BADM 329 Aguinis, H. (2013) Performance Management, pg. 29 - 30 Characteristics Definition Inclusiveness Employee input about their performance is gathered from the employees before the appraisal meeting. Employees participate in the process of creating the system by providing input on how performance should be measured. Openness Performance evaluated frequently and feedback is provided on an ongoing basis. Appraisal meeting is a two-way communication process and not one-way communication delivered from the supervisor to the employee. Standards are clear a communicated on an ongoing basis. Communications are factual, open and honest. Correctability There is an appeals process, through which employees can challenge unjust or incorrect decisions. Standardization Performance is evaluated consistently across people and time. Ethicality Supervisors suppress their personal self-interest in providing evaluation. Supervisors evaluate performance dimensions only for which they have sufficient information. Employee privacy is respected.