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Based on the Module 10 readings, what are the three primary communication areas that a performance management system (PMS) should address?
What are the most effective ways for these areas to be communicated to managers and employees?
Why it is important for each employee to understand his or her role in the performance management system
Respond to at least 2 other students’ original posts .. 50 words
Communication plans play an important role in the planning and implementation of performance management systems (PMS). According to Aguinis (2013), the performance management communication plan used by an organization should; define performance management, system-organizational strategy fit, benefits to participants, responsibilities, relation to other programs, and how the system works. Communication plans that have these attributes will aid successful implementation of other performance management processes.
The definition of performance management is conspicuously missing from the areas addressed by the communication plan of Accounting, Inc. The plan does not make any attempt to explain to the managers and employees what is meant by performance management. As simple as the omission might be, the organization runs the risk of failing with the rest of the performance management system implementation. This is because the participants will be less inclined towards supporting an initiative that they do not completely understand (Medlin & Green, 2009). The organization, however, has a chance of redeeming itself from the mistake through taking the employees through a training program on the fundamentals of performance management. This will increase awareness and create an appreciation for the PMS.
The communication plan makes a deliberate effort to explain how performance management fits into the organizational strategy. According to Aguinis (2013), the posters that were placed around the company detailed the relationship between the core competencies and the Accounting, Inc.’s strategic priorities. According to Dean (2012), employees need to be convinced that they stand to gain from successful implementation of the PMS. The organization also realizes the potential of motivating employees to be involved in performance management by describing the benefits of the system.
The company also explained how the performance management system works through the frequently asked questions (FAQs) distributed within the organization. According to Selden & Sowa(2011), such knowledge is vital in understanding each element of the system thus easing interaction and ensuring consistent expectations. According to Aguinis (2013), the “employee’s responsibilities regarding the system” were explained through the communication plan (p.192). Finally, the communication plan explained the relationship between performance management and other initiatives. For instance, the communication plan stipulated how performance scores would affect the reward system.
In conclusion, the communication plan of Accounting, Inc. manages to answer most of the questions a typical plan needs to answer. Despite its best efforts, the company fails to define performance management. While this might seem like a subtle mistake, the organization might fail to progress with the entire plan as intended thus dooming it into failure. This mistake proves that those involved in the development of performance management plan cannot afford to be complacent about any element of the initiative since such negligence could prove the difference between a successful and failed initiative.
Aguinis, H. (2013). Performance Management (3rd Ed.). Upper Saddle, NJ: Prentice Hall.
Dean, J. (2002). Implementing Performance Management: A Handbook for Schools. London: RoutledgeFalmer.
Medlin, B., & Green, K. (2009). Developing a Performance Management System at the Community Outreach Agency: A Case Study. Journal of the International Academy for Case Studies, 15(2), 93-101.
Selden, S., & Sowa, J. E. (2011). Performance Management and Appraisal in Human Service Organizations: Management and Staff Perspectives. Public Personnel Management, 40(3), 251-260
From the development of business to the marketing of the product, communication plays an important role in every sphere of the business. It is very important to have the effective communication skills and the majority of the businesses rely on the effective communication.
Communication Areas in Performance Management Systems
The performance management systems should consider three basic communication areas, and they include understanding levels, information, and performance of employees. It is evident that the ineffective communication appears to be frustrating for employees and become the source of conflict. The managers having ability to reflect their ideas can gain knowledge on employees performing effectively on the tasks (Bacal, 2012). The aggressive way of managing reports can lead the employees to become frustrated while guessing their real faults. The adequate style of management along with the positive approach to communicating with employees ensures the understanding between them. The effective communication in organizations can provide the clear understanding of demanded aspects from the employees with the expectation of knowledge (Aguinis, 2009). The management through the performance management systems should ensure the existence of positive and effective communication style. The employees are required to convey the issue to their supervisors or higher management so that the organization can take appropriate action to solve the issue (Aguinis, 2009).
It can be concluded from the paper that the performance management systems can enable management to develop communication for every issue among employees up to the level of supervisors. The two-way communication is important to outline the business performance in most effective manner while providing opportunities to discuss and express ideas. The practices of feedback and sharing are also found to be the important element in the performance of organizations, and it should be considered in the performance management systems.
Aguinis, H. (2009). Performance Management. Performance Management.
Bacal, R. (2012). Performance Management 2/E. McGraw Hill Professional.
Aguinis, H. (2014). Performance management (3rd ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
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