Performance Operations.

Performance Operations deals with the expenses that are accrued over the period of monitoring the Performance Management and evaluate if they can be deemed necessary. The idea is to make sure that employees are trained and retained for the benefit of the company, most employers incentivise this through their assessments and appraisals. Employees need and must receive further training  in their respective roles with the company so that they remain competitive and yield the best results with potential to do better.


Understanding the day to day running of a human mind is really vital when dealing with performance measurements, the first stage is to note the psychological facts that these individuals require before even setting aside a budget to suit their needs. Inventory takes a major part is the day to day running of the operations pertaining to the management of performance within any given organisation, because the company or organisations normally work on limited budgets and would rather break even or be on the upside of their budget. Sustenance is of critical importance so working on a strict and thorough strategic plan is of utmost importance as always. Therefore the human assets can be of secondary importance once these initiated are highlighted, leading to a weak unreliable research which will embellish the real reason why a performance review was being conducted in the first place.


http://www.cipd.co.uk/NR/rdonlyres/D328E151-E1D2-4F74-B8D1-3CC6AEC5BF0E/0/1843981092sc.pdf

Performance Management differs from one organisation to the other because operations are different, however orientation can be an important tool that can be used to achieve the desired goal that everyone can adapt to in time and create a healthy  policies to best suit your work environment.

For performance to be managed effectively, individuals must know the basis on which their performance will be measured. Measures should be transparent and applied fairly across the organisation.  Ideally there should be a mix of individual and team measures, and measures relevant to both inputs and outputs. 

The following examples of performance measures are by no means exhaustive, as performance measures are highly contextual and often job-specific.

Individual output measures could include:

• achievement of pre-set objectives (such as reducing wastage by a specified percentage
• achievement against agreed standards of performance, which might involve descriptions or rankings such as ‘excellent’, ‘good’, ‘satisfactory’ or ‘poor’ performance
• specific instances of performance, such as commendations received for particular pieces of work.

Examples of individual input measures are:

• competence
• skills and experience and the extent to which news skills are applied in the job
• potential to develop and/or acquire new skills and progress to next career level
• behaviours associated with developing and knowledge sharing
• communication skills and other traits that enhance team roles.

Team measures include:

• individual contribution to the team through involvement in cross-team projects
• support for other team members to achieve their objectives
• participation in cross-organisation initiatives, for instance by providing timely input
• understanding of team role
• engagement scores.