The challenge of managing employee performance

Indeed, as many firms adopt technologies, the effect on employee performance becomes twofold. Either the employee performance starts declining, or output expands. Technological innovation creates pressure on the management of organizations which are compelled to be more vigilant about the accompanying implications. Technological adoptions come with associated legislation and behavior change which directly impacts on employee performance. Consequently, it is sufficient to conclude that employee performance management is the most significant management challenge in the age of technological advancement. As such aligning technological adoptions into employee performance defines one of the management challenges. Indeed, some employees may decide to go slow purposely to thwart management initiative of improving processes and output. Nyberg, Pieper & Trevo (2016) described performance management includes setting and aligning employee goals to organization’s objectives, tracking and evaluating employee performance, collecting employee performance feedback, creating employee development plans as well as rewarding top performance.

As such, there are already many methods used to measure employee performance. Some of the standard techniques include 360 degrees need higher precision to be successful. Goal setting is blind that individual efforts are least linked to the company objectives. The management levels in those organizations complicate performance system since as more attempts are made at a given department, there are high chances that the other departments will be underperforming. As such, logical management philosophies applicable to a given level may not be naturally relevant to other departments. Moreover, misinformation that is spread through grapevines and rumormongering perplexes the decision-making process and limit employee initiatives which are the benchmark of performance management. Further, to ensure that employee performance is aligned with the organizational objectives, management has to incur extra costs including behavior change, motivational talk with the employees.

The success of realizing effective employee performance depends on many issues which broadly define these approaches. These perspectives include effective leadership, promoting teamwork, attaining quality through cooperation and inspiring skills through motivational seminars (Nyberg, Pieper & Trevor, 2016). Possibly, the management could pacify the challenge associated with employee performance management by adopting a series of actions seeking to address the operations of the organization. According to Anitha (2014), the management should determine and communicate the strategies, goals, and priorities of the organization, and effectively undertake an intensive human capital planning which also incorporates addressing the challenges and personal differences between the management and other staffs. Additionally, the management should define appropriate feedback systems that will enable evaluation of employee input and self-evaluation, establish viable management performance evaluations schemes which are formal as well as ensuring that proper documentation and submissions are discharges accordingly (Reb, Narayanan & Chaturvedi, 2014).