management is a crucial part of effectively operating an organization and it
plays an important role in organizations across many different industries. It
is a way for organizations to set and realize their operational objectives. If
performance management is used effectively it can increase employee
productivity and performance through proper guidance and constructive
management feedback. Apparently, what is performance management and which are the
specific attributes that make it vital in enhancing the aforementioned concepts
in respective workplaces? The answer to this question is that performance
management is typically a form of employee management that happens to be
related to the traditional annual performance reports. Unlike the annual
reviews that have various drawbacks that are reflected in their failure to give
the clear situation in the organization, performance management is considerably
effective. The statement is made on the conception that performance management
is typically an association between the employees and the supervisors, which is
in the form of dialogues.

In relation to performance management, the dialogue between the
two parties herein is usually focused on understanding the employees’ feedback,
expectations, as well as making sure there is ample planning for guaranteed
development. The expectations are two-sided since the organization also has its
expectation regarding the employee’s performance and this is the one reason new
employees need to be educated on the same (Gliddon, 2004). That is, by being
focused on the employees’ functions and how to improve their productivity,
succinct attributes associated with expectations such as key responsibility,
position purpose, and performance standards need to be succinct.

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In understanding the significance of the topic
performance management, the chosen articles are key factors for this
comprehension. First, according to Gliddon’s  (2004) article, Effective performance
management systems current criticisms and new ideas for employee evaluation,
performance management is discussed as being an activity that involves dialogue
between the supervisor and employees. However, the process is also perceived to
be vital and also erroneous if the right tools are not assimilated. For
example, lack of necessary knowledge, skills, as well as management support
makes the evaluation processes uncomfortable; more so, among the employees, in
the process of giving their feedbacks. As a mitigation strategy, this article
is keen to indicate that effective performance management should be one that
involves the creation of vision, which is perceivably good in motivating the
employees to continue making necessary improvements.

From Cardy and Munjal’s (2016) article, Beyond
Performance Ratings: The Long Road to Effective Performance Management,
performance evaluation is discussed as being a major source of dissatisfaction.
As a result, performance ratings are hardly embraced because even the top
performers get anxious contemplating of what will be assessed. This is usually
instigated by the notion that putting a number on performance will increase
concerns regarding organization’s equality. In the final article, Training
evaluation: perspectives and evidence from Canada, performance management
is reasonably a vital tool; however, there is the need to understand the
inherent tenets since failure to do so is considerably catastrophic. In fact,
as of this article’s argument, the performance rating is categorically not the
problem with performance management. That is, even with their elimination the
organizations need to determine the performance, which has to be assessed. It
is on this conception that Kirkpatrick identified four levels, which include
reaction, learning, behavior, and organizational results.