MONITORING EMPLOYEE PERFORMANCE

Performance reviews are usually done by individuals most interested in knowing how good an employee is at what he or she does. Individuals responsible for the monitoring of employee performance on behalf of an organization include departmental managers, and supervisors. Contrary to a stereotypic majority who shun from monitoring, employees should know that this exercise is for their own benefit since it shows an employers’ concern in worker growth. While most global organizations conduct their reviews annually, a section of blue chip firms increase the frequency for employer motivation.

There are two main reasons why worker performance is fundamental to a given firms’ success. First, employees are both the backbone, and channels through which the business interacts with its clients. Second, clients, being the crucial source of an organizations’ income, show their loyalty through past customer-care experiences. The following is a stepwise employee monitoring procedure. First, plan, distribute, and delegate roles to individual workers accordingly (Williams, 253).By doing so, not only opens up specialization possibilities but also increases employees’ need to be accountable for his or her actions.

Second, interact with your workers through proper supervision and evaluation. Monthly and annual reports on progress are always acceptable. Progress reports contain comments, suggestions, and corrections geared towards improved performance. Thirdly, conduct team building seminars, time and /or strategic management talks. This creates a generation of workers who possess abilities to strategically grow a competitive business that adapts smoothly to market dynamics (Seeker R, 101).

Fourthly, it benefits to draw up a plan that selects a group of high achieving employees who act as role models and mentors to new recruits. Such employees are capable of carrying an organizations identity to greater heights. Fifth, be quick to give out relevant incentives such as holiday trips, longer breaks between working hours, salary increments based on merit, medals, promotions, and other non cash gifts. Incentives have an effect of appreciation and sense of belonging (Seeker R, 120). It is a motivation enough to encourage an upward movement in performance for a well fed slave reciprocates through hard work.

Lastly, past experiences reveal a positive relationship between worker output and group work. It makes money sense for a supervisor to encourage positive worker-worker relationship so as to trigger progress.  After delegating assignments, take sometime to engage in different workgroups in order to build a friendly working environment. Employees who find themselves working freely with their bosses often display the “Hawthorne effect”. This is where workers, under close watch, increase output as they try to impress (Williams, 253).

While monitoring may be essential, over doing it may fail to attain the desired objectives. For instance, a move to restrict the extent to which an employee uses the internet maybe looked at as over monitoring. This creates an impression of mistrust between employers and the respective workers.  Similarly, the same organization may decide to punish errant and unproductive workers through pay cut, rebuke, and sacking. Cultured here are the aspects of job insecurity and mistrust: two vices that should not be allowed to coexist as they negatively affect productivity (Seeker R, 123).

Employees, like any other rational individuals, vary in opinion about monitoring, appraisal and evaluation. Human resource analysts, therefore, come up with a number of suggestions through which an employer can monitor his employees without raising concern. They include simple shadow observation, historical performances, and records of attendance. Lastly, employers can track comments about an individuals’ output in their absence (Williams, 257).

Citations

Seeker R, Karen. Coaching for Peak Employee Performance: A Practical Guide to Supporting Employee             Development. CA: Practical Learning Press, 2004.

Williams, Richard Symonds. Managing Employee Performance: Design and Implementation in         Organisations . Andover: Cengage Learning EMEA, 2002.

LIONEL INZAHULI SAVAGE