LINE MANAGER AS MANAGEMENT ENTITY IN ORGANIZATIONAL PERFORMANCE
Journal Title: Проблеми системного підходу в економіці - Year 2018, Vol 5, Issue 67
Abstract
The convincing arguments for the practical use of tools and instruments of the performance management concept by domestic managers are its proven advantages: the ability to distribute among employees a unified understanding of the organization’s mission and its values; the ability to specify what result should be provided by each employee and how; the strengthening of employees’ motivation and responsibility; the opportunity to lay the foundation for developing the individual plans of development and improvement; the employees’ possibility to track their own performance and managers’ possibility to evaluate the performance of subordinates; the providing of feedback. The role of a line manager in the performance management system is crucial, and normally it is not possible to impose it. The introduction of this system by line managers should be their personal decision, based on the understanding of the benefits of the performance management to them personally and to the entire organization. The concept of the performance management equips line managers with tools, the application of which is necessary and sufficient prerequisites for its successful implementation: the leadership starting with the upper level of organization management; the involvement of line managers in the development and implementation of the performance management process; the use of competencies in the performance management as a key indicator for evaluating the results of managers’ work; the use of a 360-degree feedback; the regular monitoring of staff feedback on performance management and troubleshooting; the systematic training of managers in performance management skills; the continuous mentoring and support of each manager as an addition to formal training. The leadership is the main and essential prerequisite for implementing the performance management system in an organization. The performance management system works perfectly if it is run by competent managers. Therefore, the performance management and skills needed for this must be an integral part of initial and continuing training as well as managers’ advanced training. While creating the performance management system, managers should first of all take into account the interests of employees and inform them of what way this will be done. The solving of this problem is possible from the point of view of the interested parties. This approach implies that a divergence of interest is possible and is implemented in accordance with the principles of morality and justice. Managers need to strengthen their performance management with a set of values and the vision that would explain to employees what attitude towards themselves and their management’ attitude to their work they can expect. A lot of employees at domestic organizations associate the performance management with the values of an organization and see the reflection of this complex in the behavior which they expect of their managers. Line managers need to take into account the ethical aspect of the performance management, which is revealed most in assessing the achieved level of performance. While assessing the employees’ performance, managers should consider not only the results, but also the conditions in which these results were achieved, and the impact of the system in which the work was performed, and other external factors. At the same time, the key factors are the quality of managers’ managerial work and their interest in the development of their subordinates. Implementation of the performance management system by line managers is accompanied by the following typical obstacles and errors: the neglecting of system factors; the inconsistency of the evaluation process; the erroneous focus on financial rewards; the consideration of the methodology of performance management as a tool for oppressive or repressive control.
Authors and Affiliations
O. O. Trut
Keywords
Related Articles
- EP ID EP562293
- DOI 10.32782/2520-2200/2018-5-22
- Views 121
- Downloads 0
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