Performance Management at the University of Ghana

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PERFORMANCE MANAGEMENT AT THE UNIVERSITY OF GHANA5

PerformanceManagement at the University of Ghana

InstitutionAffiliation

PerformanceManagement at the University of Ghana

Themajorityof the organizations today regard performance management as one ofthe key pillars in achieving set goals and objectives. However, thisconcept has not been well understood by most of the managers and theyend up frustrating the stakeholders. Performance management involvesallocating people jobs, which are consistent with theirqualifications. It is the process by, which the employeesand managers work together to monitor, plan and review theperformance of the workforce and their contribution to theorganization. The exercise is a continuous one, and it involvessetting objectives, monitoring the progress and giving feedback so asto ensure that the employees are meeting their set career goals.Performance management is aimed at improving and promoting theeffectiveness of an employee.

Componentof Performance Management

Evaluatingthe performance management process at the Balme Library, it isevident that involving workers in decision making is the missingelement in the institution. The scenario is evident when the audienceis informed that there are no records to show that the managers haveworked with employees in setting goals that have been mutually agreedupon (Paarlberg&amp Lavigna, 2013).Involving employees in setting the goals will help energize theworkforce, prepare them psychologically, and the workers will have anin-depth understanding of objectives of the organization. They will,therefore, work harmoniously since they will be having a feeling thatthey are a part of the organization, and ultimately, they will beable to achieve the set goals.

Componentof Performance Management and the Flow of the Performance ManagementProcess

Theact of excluding workers in decision making pose a serious challengeto the management of Balme library and does more harm than good. Whenthe suggestions of the employees do not matter when deciding thecourse of action, confusion is likely to occur as a consequence ofpoor communication. This will make the employees resort intoguessing, hence dispensing their duties wrongly, which in turn leadsto poor work performance (Kadushin&amp Harkness, 2014).Moreover, the management is likely to put the blame on the side ofemployees due to his confusion, triggering dissatisfaction and anger.The employees will then be demoralized, and they are likely to putless energy in their jobs while others may quit. Such tendencies havea great impact on the library management hence won`t be able toachieve the goals.

Anotherpossible consequence of not involving employees isreducedproductivity attributed to unconducive working environment. Poordirecting always results in failed attempts to bridge the gap betweenwillingness and ability to work. In this perspective, the workers arelikely to be misled into indulging in activities such as stealing andthat will make the organization incur losses (Goetsch&amp Davis, 2014).Also, turnover rates are expected to increase resulting in the lossof talents and experience. However, this is not the end for BalmeLibrary since the organization has a room for improvement.

Measuresof Improving the Implementation of the Component

Torealize the importance of directing, the management needs toimplement various components. First, the library management needs toinvolve employees in the setting of goals. When employees areinvolved in decision-making processes, it creates a sense of trust inthem, and therefore they will be able to deliver their serviceseffectively. New ideas can be introduced by the workers, which ifthey are viable, there will be a significant improvement in thelibrary management. When the decision of an employee’s matters,they will develop the morale of working hard to achieve the goals setby the management (Lunenburg,2015).

Additionally,the employees can be involved in the management activities bynurturing a culture of innovation in them. It is common to find aworkforce with an open mind, high degree of creativity, and greatmotivation to work. In this regard, giving the employees an equalopportunity to express their ideas, the management can create anopportunity to select the viable ideas geared towards the successof the organization. The workers will also be in a good position tooversee the implementation of their ideas and thus, gain moreinspiration to come up with other ideas that may turn out to bebeneficial to the library management (Markos&amp Sridevi, 2013).The management of the library can also come up with methods ofrewarding its workers. For instance, the management can boost themorale of the workers by enhancing their recognition, improving theirwelfare and also rewarding them from viable ideas and creativity.Rewards act as a weapon of motivating workers, which in turn helps inachieving the goals of the library.

Conclusion

Effectivemanagement recognizes the efforts of its employees. It is, therefore,important that the management of Balme library should incorporateworkers into the decision making process. They can also come up withother ways of motivating its employees, by rewarding them accordingto their efforts and also give them an opportunity to express theirideas. Proper management is a key weapon towards achieving the goalsof an organization, and it can never be achieved without involvingworkers in decision making.

References

Goetsch,D. L., &amp Davis, S. B. (2014). Qualitymanagement for organizational excellence.Upper Saddle River, NJ: Pearson.

Kadushin,A., &amp Harkness, D. (2014). Supervisionin social work.Columbia University Press.

Lunenburg,F. C. (2015). Decision making in organizations. Internationaljournal of management, businessand administration,15(1),1-9.

Markos,S., &amp Sridevi, M. S. (2013). Employee engagement: The key toimproving performance. InternationalJournal of Business and Management,5(12),89-96.

Paarlberg,L. E., &amp Lavigna, B. (2013). Transformational leadership andpublic service motivation: Driving individual and organizationalperformance. Publicadministration review,70(5),710-718.