Employee performance
Employee performance - the total value obtained on the basis of data obtained after an appropriate period of time. On the basis of specific indicators, the employer is able to assess the productivity of his subordinates. Depending on the industry and the nature of the work, this indicator is presented in different ways. However, the main objective of such an activity is to be able to assess the effectiveness of a given employee on an ongoing basis and to calculate economically whether the work performed by him/her is efficient. Very often such an assessment is performed by a separate, separate HR department, which is responsible, among other things, for helping employees to achieve their performance targets.
Boosting employee performance
Improving employee productivity can be achieved, among other things, by:
- Annual awards and bonuses in exchange for the performance of certain Key Performance Indicators;
- ncreasing the number of days off from work;
- creasing the salary base or granting annual bonuses.
With this in mind, the employer should establish strict rules that will determine in which situations the assessment of employee performance will increase and in which situations it will decrease. These may include, but are not limited to, situations of misbehavior or dishonesty in the performance of one's duties or late arrival at work (those that adversely affect effectiveness).
In addition, as tools to increase employee productivity, we can cite such phenomena as the organization of employee trips, introduction of free massages or fruit days of the week. It is important for the employer to provide support to his or her employee so that he or she knows that regardless of what happens, his or her position and that of the company are being built together with him or her.
The last of the methods of increasing the effectiveness of the employee will be conducting summary talks. By providing periodic feedbacks and assigning performance managers to each employee, it is possible to effectively manage the long-term development of the company and the added value it brings to the company[1].
Measuring employee performance
Appraisal of a worker is generally a difficult task. On the one hand, a qualitative approach can be adopted, which boils down to conducting community interviews or evaluation surveys. However, the adoption of a quantitative approach is much more informative. This means that certain values are taken as a basis (e. g. the number of hours that brought the company income) and then they are weighted accordingly. Then the manager or other evaluator is able to objectively present the employee with raw data presenting his or her effectiveness[2].
The above quantitative solution is better than the qualitative one in many respects. First of all, it eliminates the coefficient of subjectivisation and the risk of unfair assessment by a person who may not necessarily be fond of a particular employee. Moreover, it provides equal criteria which will not necessarily differentiate between workers in terms of physical abilities or character. Ultimately, they make it possible to express effectiveness in figures and indicators which, with a qualitative approach, are limited to the final conclusions[3].
Footnotes
| Employee performance — recommended articles |
| Sales target — Bonus scheme — Forced distribution method — Appraisal method — Balanced scorecard — Conditions of employment — Direct labor cost — Merit rating — Employee selection |
References
- Dusterhoff C., Cunningham J.B., MacGregor J.N. (2014)The Effects of Performance Rating, Leader–Member Exchange, Perceived Utility, and Organizational Justice on Performance Appraisal Satisfaction: Applying a Moral Judgment Perspective, "Journal Of Business Ethics",p. 265–273
- Gruman J.A., Saks A. M.(2011), Performance management and employee engagement,Human Resource Management Review 21,p.123-136
- Walumbwa F. O., Mayer D. M., Wang P., Wang H., Workman K., Christensen, A. L. (2011), Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification,Cornell University School of Hotel Administration,p.5-15
Author: Agnieszka Gogola
