E- PERFORMANCE MANAGEMENT

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1 E- PERFORMANCE MANAGEMENT Ravisha B Assistant Professor, MSNM Besant Institute of PG Studies, Bondel, Mangalore,DKD, Karnataka, India Pakkeerappa P Professor Department of Business Administration, Mangalore University, Mangalagangothri ABSTRACT E-Performance Management it is very oblivious by its name that Performance management with the help of electronic systems. And as Performance Management is the function of HRM, E Performance Management is one of the functions E-HRM. Increased competition, changing technology, and process re-engineering have changed the traditional employee practice and capability. To meet such demands, organizations and businesses are relying on communications technology to monitor and improve employee performance and productivity. Electronic performance management systems (e-pms) are being used by many organizations to monitor the performance. The challenge for most organizations is that the use of technology to drive human performance is relatively new and not well understood. The review of the literature shows that very limited research has been conducted to assess the impact of e-pms in the context of the Middle East. Therefore, the focus of this research is to provide an overall view on e-pms. Keywords: technology, demand, re-engineering. 87

2 INTRODUCTION E-Performance Management, a web-based tool, has been designed to make your performance reviews easier than ever. E- Performance management places effective performance management where it belongs in the hands of managers. Performance contracting and appraisal have never been as easier with E-Performance Management. The goals of the organization are linked to the balanced scorecard elements giving the organization an overall view of performance with drill down capability to departments, sub departments and individuals. It s very well said that a good performance management system works towards the improvement of the overall organizational performance by managing the performances of teams and individuals for ensuring the achievement of the overall organizational ambitions and goals. Performance appraisal and management plays an important role in the effective management of employees in every viable organization, particularly in light of the recent economic downturn experienced around the globe that have forced governments and organizations alike to improve their performance and save resources where possible (Armstrong, 2006). The organizations are looking for solutions to manage and maximize the performance of their workforce. They recognize that there has been a shift in the business environment from a tangible asset economy to an intangible asset economy (Adler and Bartholomew, 1992). The value of a company is comprised of employee knowledge, brand, and intellectual capital rather than inventories, goods, and machinery. Most organizations base their performance reviews on what goals and how goals. The what goals focus on specific objectives that the individual should accomplish, for example increase sales by 10%. The how goals outline the means by which an employee will achieve the what goals, which often are expressed in terms of competencies and behaviours (Caligiuri, 2000). E- Performance system is a competencybased system that measures people not only on goal attainment but on the very competencies that are required for their role. To ensure success, one can choose to support all employee goals with competencies and competency ratings that will help achieve success. One can quickly see if a candidate has the right qualities for the job, and can give them the training and development they need in order to succeed. The competency library and ratings are stored in the core human 88

3 resource management (HRM) system that other processes such as learning, talent searches, and succession planning can leverage these information and data (Cooper and Schindler, 2005). However, the challenge of identifying each employee talents, capabilities, and areas for growth to encourage positive contribution and managing poor performance is daunting (Mohamed et al., 2008). An effective e- performance management system can play a very crucial role in managing the performance in an organization by: Ensuring that the employees understand the importance of their contributions to the organizational goals and objectives. Ensuring each employee understands what is expected from them and equally ascertaining whether the employees possess the required skills and support for fulfilling such expectations. Ensuring proper aligning or linking of objectives and facilitating effective communication throughout the organization. Facilitating a cordial and a harmonious relationship between an individual employee and the manager based on trust and empowerment. Performance management practices can have a positive influence on the job satisfaction and employee loyalty by: Regularly providing open and transparent job feedbacks to the employees. Establishing a clear linkage between performance and compensation Providing ample learning and development opportunities by representing the employees in leadership development programmes, etc. Evaluating performance and distributing incentives and rewards on a fair and equated basis. Establishing clear performance objectives by facilitating an open communication and a joint dialogue. Recognizing and rewarding good performance in an organization. Providing maximum opportunities for career growth. An effectively implemented e- performance management system can benefit the organization, managers and 89

4 employees in several ways as depicted below: Organization s Benefits: It improves organizational performance, employee retention and loyalty, improved productivity, overcoming the barriers to communication, clear accountabilities, and cost advantages. Manager s Benefits The managers receive instant feedback on performance with drill down to individual employee performance. With this there is no need to rewrite performance contracts each year. Simply you could upload and edit from a previous period and then, development the needs emanating from performance discussions would be automatically fed into the individual development plan. Employee s Benefits: Clarifies expectations of the employees, self assessment opportunities clarifies the job accountabilities and contributes to improved performance, clearly defines career paths and promotes job satisfaction. CONCLUSION Performance management serves as an important tool for realizing organizational goals by implementing competitive HRM strategies. It helps in aligning and integrating the objectives with the KPI s in an organization both vertically and horizontally across all job categories and the levels and thus helps in driving all the activities right from the bottom level towards one single goal. E-Performance increases organizations business success by driving and fostering employee engagement with business objectives in a clear process. This process enables you to identify, plan, observe, improve and reward performance. The process begins by empowering the employees with clearly identified performance goals and targets. The organizational management can then observe and adjust plans and goals to respond to employee capability or other circumstances such as a market conditions or competitive threats; and throughout the process, tools are available to coach employees toward success. If development is needed, E- performance enables learning and career planning processes. REFERENCES Abdulaziz Al-Raisi1, Saad Amin and Saad Tahir(2011), Evaluation of e- performance analysis and assessment in the United Arab Emirates (UAE) Organizations, Journal of internet and information system Vol. 2(2), pp

5 Adler NJ, Bartholomew S (1992). Managing globally competent people. Acad. Manage. Exec., 6(3): Armstrong M (2006). Performance Management: Key Strategies and Practical Guidelines. Kogan Page Limited, London, UK, p. 35. Caligiuri P (2000). The big Five Personality Characteristics as Predictors of Expatriate s Desire to Terminate the Assignment and Supervisor-rated Performance. Personnel Psychology, 53: Cory SY, (2011). Updating Corporate Sustainability, Performance Measurement Systems Measuring Business Excellence, 15(2): Cooper DR, Schindler PS (2005). Business Research Method, 9 th Edition. Irwin McGraw-Hill, New York. Fryer K, Antony J, Ogden S (2009). Performance management in the public secto. Intennational. Journal of Public Sector. Management., 22(6): Mohamed MS, O Sullivan KJ, Ribiere V (2008). A paradigm shift in the Arab region knowledge evolutio. Journal of. Knowledge. Management., 12(5):

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