Performance Assessment Implementation Challenges
Introduction
The performance assessment process requires well formulated ideas and planning to ensure everything is done appropriately. There is need for efficient communication between the people conducting the performance assessment process in the organization. Proper communication helps maintain orderly assessment processes and make employees accept the whole process in general. However, there are several impediments that are encountered during the implementation of assessment outcomes in an organization. Despite these challenges, there are several advantages to gain from the process of implementing assessment outcomes (Schultz & Schultz, 2010).
Communication
Communication is very important prior to putting a performance management system into practice. Every associated party in the process of managing performance such as the organization’s shareholders, managers, employees and even associated parties such as clients and partners. Communication helps each of those affected groups must understand every aspect of the performance management process. Shareholders must be informed of the advantages of the whole process towards the organization’s productivity. Shareholders must be aware of the processes taking place in the organization they have invested. This gives them confidence in what the management is doing to improve the organization (Schultz & Schultz, 2010).
Communication among managers is important because at times some managers may be against the idea of implementing a system that would manage employee performance. They must be made aware of potential benefits of the process to ensure they support the idea before it is implemented. Employees are usually the focal point when implementing a performance management system. If not made aware of the objective of the process, some employees may feel like the management is not supporting them. They could also doubt their abilities. They must be informed that the process is aimed at improving employee performance and no other hidden objectives. Effective communication will help all these groups of people in an organization to unite and cooperate to ensure the performance management system is successfully implemented (Schultz & Schultz, 2005).
Common challenges
During the process of implementing a performance management system, there are common impediments that are usually experienced. Some of these challenges arise from some employees while others are technical. The organizations must plan on how to deal with these challenges to ensure a successful process. Some of the challenges include the following (Schultz & Schultz, 2010).
Lack of cooperation
Cooperation is very important in the successful accomplishment of any organizational process. However, implementation of performance management systems can cause misunderstandings hence; some people could resent the process. This is common with some managers who may not agree on some of the processes during the implementation process. At times employees are uncooperative because they feel the process undermines their reputation and abilities. Uncooperative parties must be convinced to take part because it is a beneficial process to the organization.
Lack of funds
Implementing a performance management system requires a lot of investment. At times the organization may run out of funds to ensure the system is fully implemented. This challenge can be dealt with by planning the process before implementation. The organization could also borrow a loan to help the implementation process (Schultz & Schultz, 2010).
Some systems cannot be put into practice
Formulation of performance management systems is purely theoretical. At times during the implementation process, some of the systems are not practical. This challenge can be avoided if pilot studies are done to ensure the plans are practical before the organization implements the plan fully (Schultz & Schultz, 2005).
Ways of improving productivity using assessment results
Organizations that implement performance management systems can benefit from assessment results in several ways.
Strengthening weak points
When assessment results are released, the organization must identify the areas that the organization is not performing optimally. The organization should then start developing a way of ensuring the weaknesses are wiped out. This can be done by developing new strategies to improve performance or by doing away with some sectors that do not promote success in the organization.
Optimization of the performances of the organization’s strong points
An organization could benefit from assessment results by taking advantage of its strong points. If an organization wants to improve its productivity, it could consider optimizing its strong areas rather than improve its weak areas. This is because weak areas require heavier investments than optimization of strong points.
Motivation
Organization can use the results of the assessment process to provide motivation to its employees. Performance management systems help organizations to determine strengths and weaknesses of their employees. Once the results of the assessment are out, the organization can seek to motivate employees at individual levels by helping them attain their potential ability (Schultz & Schultz, 2010).
Matching employees with their preferred roles
Assessment results show what each employees is capable of and what they prefer doing. The organization can use these results to link the employees with their respective favorite roles where they can perform optimally (Schultz & Schultz, 2005).
Conclusion
Therefore, communication is one of the most necessary factors when implementing a system of performance management. This is because it makes all stake holders view the performance management system as beneficial to them and the organization. There are some challenges experienced when implementing a system of managing performance in the organization. These challenges must be addressed through proper planning of the implementation process. The assessment results can be used to improve the organization’s productivity depending on the outcomes (Schultz & Schultz, 2010).
References
McLean, G. N. (2005). Organization Development: Principles, Processes, Performance (illustrated ed.). New York: Berrett-Koehler Publishers.
Schultz, D. P., & Schultz, S. E. (2010). Psychology and Work Today. An Introduction to Industrial and Organizational Psychology. New York: Pearson Education.
Schultz, D. P., & Schultz, S. E. (2005). Theories of Personality (8, illustrated ed.). London: Cengage Learning.
Ulrich, D., Zenger, J., & Smallwood, N. (1999). Results-Based Leadership. New York: Harvard Business Press.
