An Conceptual Review on Modern Performance Management Systems: A Strategic HR Perspective

Managing employee performance with Performance Management System (PMS) is getting complex in an unprecedented mode for the leades as the levels on the evalution and point of evaluation keeps changing as like that of the business dynamics as well as the modus operandi of doing that business. The skill requirements alongwith the organisational work related behaviour is alos changing. The organisational structure, its reporting style and sustenance of working as well as business models too are gaining growth at much faster pace than expected, hence making it difficult form leaders to assess the performance in both potential performance and accomplished performance into evaluation pattern, and with skill level demands never being met. The alingment of objectives facilitates smooth development of strategic and operational goals. The correlation between using performance management programs or software and improved business and organizational differes from positive to negative, suggesting that differences in the characteristics of performance management system (PMS). Contexts in which PMS implemented play an important role to the success or failure of performance management. For employee performance management, using integrated software, rather than a spreadsheet based recording system, may deliver a significant return on investment through a range of direct and indirect sales benefits, operational efficiency benefits and by unlocking the latent potential in every employees work day (i.e. the time they spend not actually doing their job).