PERFORMANCE MANAGEMENT
MODULE 8.
ROLE OF HR
PROFESSIONALS
AND LINE
MANAGERS IN PM
Reference:
Armstrong, M. (2009). Armstrong's Handbook of Performance
Management: An Evidence-Based Guide to Delivering High
Performance (4th ed., pp. 89-94). London: Kogan Page Limited.
Jaika Almira R. Agena
INSTRUCTOR
MODULE CONTENT
This module is intended for the discussion of the
role of HR professionals in improving
organizational performance, and ethics in
performance management.
LEARNING OBJECTIVES
8-1 Recognize the specific roles of HR
Professionals and Line managers in performance
management
8-2 Understand ethical standards relative to the
conduct of performance management activities in
the organization
ROLE OF HR PROFESSIONALS AND LINE
MANAGERS IN PM
ROLE OF LINE MANAGERS
Line managers play a crucial role in each stage of the performance management (PM)
cycle. We've previously learned that throughout the PM process, manager play a
crucial role. In the planning and performance agreement stage, they meet up and
agree with the team members their roles, goals and performance improvement and
performance development plans. They monitor and manage achievements against the
plan. They provide feedback, and coaching as deemed necessary.
To do all of these, they need the following skills:
prepare role profiles - defining key result areas and competency requirements
defining goals
identifying and using performance measures
giving and receiving feedback
taking part in review meetings
identifying learning needs and preparing and implementing personal development
plans
diagnosing and solving performance problems
coaching
Issues and how to address them
According to the e-reward (2005) survey here are the biggest issues that had to face
in their PM systems:
line managers did not have the skills required
line managers did not discriminate sufficiently when assessing performance
line managers were not committed to performance management
line managers were reluctant to conduct performance management reviews
These issues tell us that the success of PM system is also dependent on the
commitment and ability of line managers to carry out the porcess in a way that will
meet the needs of all the stakeholders - the organization, the manager and,
importantly, the individual.
To address these issues, it is suggested that:
ensure all stakeholders are involved in the development of the system
all concerned are given as much opportunity as possible yo learn about
performance management
gain the commitment of line managers
ensure that they are capable of carrying out their performance management
responsibilities
ROLE OF HR PROFESSIONALS AND LINE
MANAGERS IN PM
Getting the commitment of line managers
A lot of times, line managers regard
performance management in the shape of
formal review as just a procedural chore.
Otherwise, it is a challenge because criticizing
people is not an easy thing to do, not to
mention the confrontations this might entail.
Still, it is necessary to get their commitment
and support.
Here are some approaches that can be used to
gain the commitment of line managers:
Provide leadership from the top. Senior management have to communicate and
act on the belief that performance management is an integral part of
managerial practices. Top leaders should demonstrate conviction that this is
what good management is about, and this is how managers are expected to
play their part.
Communicate. The message that has to reach line managers is that performance
management is what is expected of them. This message should not come from
HR, except for training or induction programs. It should be understood by line
managers that PM is an important part of their responsibilities and that these
skills they must acquire and use.
Keep it simple. Willing participation in PM can be achieved if line managers do
not think of it as a procedural chore. The forms used should be as simple as
possible. Web-enabled PM can reduce paper work and speed up process.
Reduce the pressure. PM can put pressure on managers if they perceive PM as
just about carrying out annual appraisal meeting which basically includes them
telling of their employees. Pressure can be reduced if the emphasis is on
'performance management throughout the year'. Pressure can also be reduced
if managers are not made to make and defend ratings, although they still have
to be accountable and reach an agreement on areas for development and
improvement.
Involve. Involve line managers in the design and development of PM processes
as members of project teams or by taking part in pilot studies.
Encourage. Line managers can be engaged through communities of practice -
gatherings of managers sho share information on good practice.
ROLE OF HR PROFESSIONALS AND LINE
MANAGERS IN PM
DEVELOPING SKILLS
We know that skills are important for managers to be able to perform their roles in
PM. Systematic formal training is necessary for the performance management skills
managers need to use. Coaching and guidancce to individual managers should be
provided to supplement formal trainings.
It is also necessary to monitor the performance of managers as performance
managers. HR specialists or line manager mentors can follow up newly appointed or
promoted managers to discuss how they are getting on and provide advice on dealing
with problems.
Regular surveys can be conducted of the reactions of employees to PM - these can
lead to the identification of any common weaknesses and the remedial action
required.
Figure 8.1 shows the model used by Standard Chartered Bank of their approach to
developing performance management skills.
Figure 8.1. Developing PM skills at Standard Chartered Bank
ROLE OF HR PROFESSIONALS AND LINE
MANAGERS IN PM
THE ETHICAL DIMENSION
Performance management should operate in accordance with agreed and understood
ethical principles. These principles have been defined by Winstanley and Stuart
Smith (1996):
Ethical Principles of Performance
Management:
Respect for the individual - people should
be treated as 'ends in themselves' and not
merely as 'means to other ends'.
Mutual respect - the parties involved in
the performance management should
respect each other's needs and
preoccupations
Procedural fairness - the procedures
incorporated in the performance
management should be operated fairly in
accordance with principles of procedural
justice
Transparency - people affected by the
decisions emerging from the performance
management processes should have the
opportunity to scrutinize the basis upon
which decisions were made
Procedural justice required that PM decisions are made based on principles that
safeguard fairness, accuracy, consistency, transparency, and freedom from bias, and
properly consider the views and needs of employees.
Research conducted in the past has shown results that the more fair or just employees
consider such PM systems to be, the more satisfied and accepting they are of the
resulting outcomes, even if those outcomes are less than desirable.
END OF MODULE TEST
Answer the following questions:
1. Why is it important to get the commitment of line managers?
2. Why should we consider ethics in performance management?