Performance Management

                 Performance management enhances attraction of attention in industry and science. It usually involves assessment of the progress towards the set goals. There is the need to improve the performance management in the industries. Organization performance is determined by the state of workers.

            Tangible rewards are the basis of extrinsic rewards. These rewards are usually external and given by a manager. They are financial in nature, like bonus given for reaching some amounts or salary increment (Chimhutu, et. al. 2016). These rewards can serve as a motivating factor to employees. Rewards help to improve the performance of the organization. They are meant to enable provision of systematic means of delivering positive results. Incorporation of financial as well as non-financial in the system of reward is important (Schlechter, Thompson & Bussin, 2015). It improves the financial and non-financial performance aspects which facilitated to increase in the reputation of the organization. The fundamental aim for rewards is positive results which would contribute towards desired performance.

            The current performance management focus on goals has been causing neglect of other steps causing failure towards the organization. Sometimes the organization set too many goals and forget other areas leading to confusion on customers (Fox, 2006). It is necessary for the organization make simple and only the vital goals responsible for the growth of the business. Monitoring, evaluation and performance review also need to be prioritized. This helps the employees to understand their goals thus making it easier for them to achieve the objectives of the organization.

            Perceptual process may lead to errors in understanding or judgment. These errors include; the halo effect which blocks the overall features of an individual making it hard for managers to get accurate impression (Hellriegel & Slocum, 2009). Stereotyping is where the manager might think that all workers have the same features this affects their decisions and perceptual defense which can lead to inability of the manager to have perception on the necessity of being a creative thinker in problem-solving. The essential part in understanding the differences in individuals knows where these errors emerge from.

Conclusion                                                                                                     

            The extrinsic rewards are very essential in motivating the workers. Setting simple and key organizational goals is essential towards performance and the errors in understanding maybe caused by perceptual process. Organization performance is determined by the state of workers.

 

                                                                                                           

 

 

 

 

 

 

Reference

Chimhutu, V., Songstad, N. G., Tjomsland, M., Mrisho, M., & Moland, K. M. (2016). The           inescapable question of fairness in Pay-for-performance bonus distribution: a qualitative         study of health workers’ experiences in Tanzania. Globalization and health, 12(1), 77.

Fox, W. (2006). Managing organisational behaviour. Cape Town: Juta.

Hellriegel, D., & Slocum, J. W. (2009). Organizational behavior. Mason, OH: South-Western     Cengage Learning.

Schlechter, A., Thompson, N. C., & Bussin, M. (2015). Attractiveness of non-financial rewards   for prospective knowledge workers: An experimental investigation. Employee Relations,        37(3), 274-295.

 

                                                                             

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