An efficient performance management system needs to exhibit the following components. These include setting up objectives that stipulate a clarified view of what the job expects. Another component requires an adequate means of determining performance of the organization.

An efficient performance management system needs to exhibit the following components. These include setting up objectives that stipulate a clarified view of what the job expects. Another component requires an adequate means of determining performance of the organization.

Primarily, performance management is executed in a repetitive process. This process is normally employed by organizations with a view of helping them accomplish the set goals as stipulated by the organization’s statement. This is achieved by raising the performance of the entire organization, a particular team, or an individual. This is considered an effective means of achieving the set objectives. Performance management is a fundamental part of an organizations full approach on managing its staff and activities.

As a section of the system of performance management, the process of performance management is designed at achieving a number of objectives. This may include enabling each of the staff members to have an idea of what is expected from them in terms of both output and the appropriate style of behavior (Camilleri, Emanuel, and Der Van, 65). Another purpose of the performance management involves ensuring that the business objective has been accomplished and increasing the employees’ strength. It also works to allow the organization to examine the staff’s capability and plan for the staff’s succession.

Accomplishing the objectives of any business should be considered an essential aspect of any organizations survival. If the business objectives are to be accomplished, it is necessary for the upper management to take the initiative rather than communicating to the staff. After the staff has been informed of the objectives, there should be need to measure, appraise, action planning and monitoring. Nevertheless, the process of performance management incorporates the objectives of the organization from the beginning to the end. With a view of increasing the employee’s strength, it first has to be measured (Camilleri, Emanuel, and Der Van, 97). This strength is normally increased by reward and motivation. Motivation can be achieved through developing reward strategies and challenging work procedures. Usually, the design of the performance management process is fostered to assist employees in learning essential skills and information expected to bring constant growth to the company.

Question 2

An efficient performance management system needs to exhibit the following components. These include setting up objectives that stipulate a clarified view of what the job expects. Another component requires an adequate means of determining performance of the organization. This should be set to establish whether the organization is operating according to its set standards or not. The system should also be able to identify the organization’s strengths. This component should be able identify improvement areas, thus seeking joint agreement on the proper action plans. From this point, the system can be used to advice on the necessary steps needed to improve performance (Ohemeng, 84). Finally, the system should have a component based on job training. This is based on development activities such as coaching and rewards for exemplary performances.

Question 3

Motivation revolves around what people are made to think, behave or act in a certain way. The relationship between motivation and performance management is not complicated to understand. For instance, it is correct to state that highly motivated employees will offer better performance. Therefore, greater motivation leads to a sense of better performance. The theories that follow below offer both insight and advice on how people make working choices based on available rewards, individual preferences, and perceived outcomes of their work.

The reinforcement theory is centered on the law of effect by E.L Thorndike and gives a description of how behavior and consequences relate. This theory shifts its focus on the modification of an employee’s behavior while working through appropriate employment of certain techniques (Rantapuska, 157). The other theory is referred to as the goal setting theory that was introduced by Edwin Locke in the 60s. This theory suggests that goal oriented intentions are major sources pf motivation. In essence, goals direct employees on what they need to do and the amount of effort they should input. Primarily, the theory states the level of performance rises as the goals become more difficult.

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