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Performance management will not always run effortlessly.

It may be good then if it runs as effective as it


is expected. Both of the organization and employee itself will gain the good result. For example is
employees may achieve the main goals they have set before as long as the communication between
them work in a good line. If we take a look from the side of organization, performance management will
help them to achieve organization’s strategy. Thus, both of them will get the same good thing if the
performance management runs effortlessly. However, the negative impact is inevitable so let us have a
brief discussion here. The effect will come appear and affect not only organization and employees but
also with the managers. The thing is when the performance management is ineffective; the first one to
blame is the manager. He will be regarded as the one who fail to grasp it. Generally, the relationship
between the employee and manager will be damaged. The worst thing if the employees feel they do not
treat fairly, they will be unmotivated as a result of challenging the practices performance management.
Consequently, the serious and expensive problems may come up which can damage and distract
organization reputation.

According to Maslow (1943) certain needs in each person is precedence over the others for each of
them is motivated to gain it. In fact, we constantly chase physical survival since it is the most basic need
for us. This one quite explain why we all aware to chase it which motivates behavior. It is also said that
when one level has been fulfilled, we will looking forward what motivates us next.

If Maslow emphasizes on achieving certain needs may possibly motivate behavior, Hastings (1999) has
different idea. He portrays that actually there are four main components system to improve
performance. One of those is paying employee strategically. He states that the worker’s work should be
paid by piece. Let us take a look on an example: individual performances should be determined by ideas,
cooperation, and dependability. If his work is considered satisfying, an annual bonus should be also
concerned for his works. Organization also has to consider how far employee is willing to work
voluntarily to extend production sectors. It should be considered because a company needs to analyze
the proportion of bonus and income. Before applying this method, company should analyze the
consequences as well. The good thing is it makes constant competition in each employee which
determines them to make a few mistake. Yet, it will reduce the number of employee as it happened at
Lincoln which cut about 25 percent employee during the first year.

In relevance with the latest method, there is a theory comes from Lu & Hunt in 2016 which reveals a
terrifying case in China. A rural bank in China publicly announced their employee spank for having a poor
performance. A total of 216 bank staff was divided into 27 teams including men and women. They
spanked in order to reflect their poor performance by the corporate coach.

Furthermore, there are many same horrible cases unfold. Once, there is a company who gave command
to other employee watching their co-workers being humiliated when he read a self-criticizing note. It
could not have been worse when you know if there are many of those who tried to attempt suicide.

Improving Performance through Job Design

Campion, et al (2005) reveals that job design may vary from one company to others. There are many
factors that may determine it: organizational factors and organized task are some of those.
Psychological research and theories of work motivation is the root which possibly improve employee
satisfaction and performance. Consequently, organizational productivity and efficiency will increase
gradually.

Pursuing that organizational productivity and efficiency, Robbins & Coulter proposes several
characteristic to design a well job design:

1. Task combination in order to increase task identification and skill


2. Producing a natural work unit so worker-task identification could be encouraged
3. Maintain relationship within client, gain feedback, expand worker autonomy
4. Boosting job vertically through job enrichment
5. Corresponding channel through employee performance review

In respond to characteristic above, it is expected that the outcome from employees are not far from
work output and participation. Even, they are permitted manipulating job characteristic if they gain
productivity and efficiency later on (Harmon, 2003).

Mehtha & Shah (2005) believe that employees’ feedback as important as increasing company efficiency.
Furthermore, Ugboro (2006) adds if it enhances and maintains positive performance for employees.
Creating positive performance may be gained from many activities. Some of organization start
sponsoring such company gatherings, parties like Christmas party. During this period of relaxation, each
of them will make friendship which turns to help them reducing stress at some degree of job
enlargement.

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