Grandview

Discuss the role of Performance Management in establishing and maintaining corporate culture.

According to (Kavanagh & Thite, 2009), Performance Management (PM) came about in the 80’s because scholars and professionals became came focused on improving performance. The process for performance changed because performance was to be improved creating Performance Management. Performance planning, observing performance and providing positive and corrective feedback, and summaries are the three parts that consists in Performance Management. Those three parts serve as the foundation for performance planning and provides data for many HR decisions, including rewards, staffing, training and other decision that go on between employee and the company. Talent Management is the structure were PM is considered, dealing with all areas of Human Resources that deal with developing, onboarding, managing, and evaluating the workforce (Kavanagh & Thite, 2009).

Performance planning must be built in a way that anyone in management can use it, in any case. Mangers that are good will include employee collaboratively in the PM process even though the system may be designed for directive managers can follow the process. After performance measures, dimensions and standards have been set they are reported to the direct report (Kavanagh & Thite, 2009).

Performance contracts are used as a standard in the performance period to observe the direct report. A positive feedback can be giving after performance is observed, if the performance is below standards corrective feedback is given. The report is used as a basis to inform that performance is not being met on one or more levels (Kavanagh & Thite, 2009).

The summary of performance is normally given on annual terms but may give quarterly or semiannual performance reports. This is done so managers can provide a summary of how each performance measure and if standards were met. When the PM is done right there aren’t normally any surprises...