About Performance Management System…..

 Firstly, I choose this chapter because that is most important part in HRIS. It means, the performance is outcome from something and also can be benchmarking. The purpose of designing and implementing a performance management system is to ensure performance happens by design and not by chance. It is a systematic process where the organisation involves its employees in improving organisational effectiveness by focusing them on achieving the organisation's mission and strategic goals.

The performance management system is a tool to implement strategy. It is a useful tool to communicate organisational goals and objectives, reinforce individual accountability for meeting those goals, track individual and organisational performance results. It involves the three stages of planning, coaching and reviews. Performance Management System that includes performance plans – KPI (Key Performance Indicator) & competency library, a coaching system, a performance review form and also linkage to relevant HR systems.( http://www.smrhrgroup.com/HRS/cs-performance-management-system.htm)

 

        Based on above diagram, that explain about stage in performance management system .that includes from first stage is mission and last stage is results. Before get good result, the process of management systems must following every stage like in above diagram. These because, every stage have related each other and can integrate for get results.

Based on article ‘Performance management through strategic total productivity optimisation’ explain that performance productivity measures quantitatively tell something about products, services, and the processes that produce them. Besides that, these articles also explain about Enhanced competitiveness depends on factors such as: identifying the important measures of performance for a given strategy, understanding the inter-relationships of these measures, focusing on measures which truly predict the long-term financial success

of the business. They enable organisations to know:

• How well the organisation is doing.

• Is the organisation meeting its envisioned goals?

• Are the resources optimally being utilised?

• Is there the scope for improvement?

• If and where improvements are necessary.

In conclusion, total productivity has a very strong impact on the drivers of future competition, but has largely been ignored in contemporary performance management systems and to be proactive; companies must anticipate the potential of performance productivity management practices and systems and make sure that manufacturing is involved in major engineering and marketing decisions for their future performance.

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Reference:

http://www.smrhrgroup.com/HRS/cs-performance-management-system.htm

Article of “Performance management through strategic total productivity optimisation” (2005).By  A. Rathore ,R.P. Mohanty ,A.C. Lyons  and N. Barlow, Int J Adv Manuf Technol .