Human Resource Management
Performance management programs are plans of action that are established by organizations to monitor crucial aspects of its systems and processes of care. Management of performance enables a company to determine and measure its level of performance. Performance measurement involves data collection which in turn reflects how the organization’s tasks work as well to effect the organization’s decisions. Performance management provides an insight on how the current programs of an organization are working and how it can optimally optimize its resources to achieve efficiency and effectiveness (Crandall & Crandall, 2015). Performance management enables an organization to establish identify a measure to measure performance, determine its baseline, and evaluate performance as well as establish measures to achieve desired performance.
Desired performance in an organization is brought about by the use efficient research and evaluation. Conducting adequate research enables an organization to gain enough and reliable information for decision making. Decisions that are made out of existing and solid information always prove to be the most effective as they address the performance gaps precisely and effectively (Crandall & Crandall, 2015). Organizations can engage in different processes of research to gather the required information for its decisions. Examples of these processes include job analysis and job description which enable an organization to establish the tasks that it needs to complete to achieve certain goals and the skills required respectively.
Job analysis involves an examination of human attributes that are required by an organization to perform the defined jobs successfully (Imran, Cheema & Azeem, 2014). Organizations should accurately identify the human resources that they require in order to remain competitive in their business industry. Strategic job analysis enables an organization to recognize the changes that need to be done to fit the future needs of an organization. It also provides the basis for a major part of human resource management activities in the organization. The human attributes involve knowledge, skills, abilities, and other characteristics and are summarized by the word KSAOC. Knowledge is concerned with the needed information, skills constitute of the required proficiencies, and abilities are the stable attributes possessed by an individual while other characteristics include all other factors that an individual owns that can determine their performance.
The job description, on the other hand, involves the process of identifying the tasks, responsibilities, and duties of a certain job. Job descriptions provide useful information to an organization that includes the statement of different job positions, a summary of the responsibilities covered under these positions, states the essential functions and duties to take care of their responsibilities (Moynihan, 2013). In addition to these functions, job specification provides a description of jobs that constitute and organization. A job specification, on the other hand, provides a listing of the KSAOCs that are required by an individual to perform a given task successfully.
Job analysis, the KSAOC statements and job description are highly related and form a basis for the measurement of performance in a performance management program. Job analysis provides an organization with the examination of those human resources that it needs to achieve a set of jobs successfully. KSAOCs, on the other hand, provide the basic attributes that an individual needs to possess to achieve a specific job analysis. The job description, on the other hand, completes job analysis by stating the different skills required to perform tasks in an organization. These activities contribute towards a performance management program by making their respective specification determine if an organization has the right human resource base to achieve their goals. Job analysis, KSAOCs and job description, therefore, form the basis for measurement in an organization’s performance management program.
Crandall, R. E., & Crandall, W. (2015). How Management Programs Can Improve Organization Performance: Selecting and Implementing the Best Program for Your Organization. Information Age Publishing.
Imran, H., Arif, I., Cheema, S., & Azeem, M. (2014). The relationship between job satisfaction, job performance, attitude towards work, and organizational commitment. Entrepreneurship and innovation management journal, 2(2), 135-144.
Moynihan, D. P. (2013). Advancing the empirical study of performance management: What We learned from the program assessment rating tool. The American Review of Public Administration, 0275074013487023.