The process of performance management is something that has long been established in the structure of professional life. It is used as a means of improving the organizational effectiveness in being able to accomplish all of the goals and missions that a company sets for itself. 

A brief history

Performance management first came around about 60 years ago as a way of being able to determine the proper wages that an employee should get. Companies used the system to justify the income of an employee depending on hisperformance at work. The system, after being implemented, turned out to be highly effective in terms of motivating employees that were after financial gain, who realized that a drive for harder work would mean that their compensations would also reap the equivalent rise. This, however, did not translate well with employees in terms of driving them to learn more or further develop their skills.

Transitional Period

That being said, the process of performance management has gone through a major transformation over the course of the last few decades. This is due to the fact that the process has gone through a more specialised and formalized filter for it to be able to become a more extensive and comprehensive process.

Some of the measures that are usually quantified during performance management are those that drive the outcome of organizational performance. Outcomes that are usually measured are those that being involve able to improve communication among employees. This allows for a collaborative and inclusive process that gives the employee a chance to be able to voice out any concerns that they may have.  Communication is key as it affects the overall mood of employees and sets the tone for the kind of appraisals that they will have. 

One downside that comes from all of the changes that have happened over the years is that there are many that have come up with their own presumptions about the ins and outs of performance management. There are many of those that have created their own myths about the process and have inadvertently created the wrong image about it. 


Here are some of the myths that people often think about when it comes to performance management: 

Myth: Performance management is one-sided

Fact: At the core of it, it is really the individuals that are able to achieve their own goals through the process of tracing down what needs to be down in order to accomplish them. But the fact of the matter is that the best systems are those that are worked through the proper cascading of goals that are shared throughout the company. This is to ensure that the company is completely aligned and focused on their priorities. 

Myth: Performance management only happens once or twice a year 

Fact: One of the most important qualities that an employee must posses is adaptability. This is the ability to be able to shift and transform according to the changes that may arise.  There can always be the chance that the markets will shift, and even for the priorities of the company to differ. It is because of this that the goals that are set throughout the year shouldn’t be set in stone. What a company can do is to set priorities that will remain in place that will allow the supporting goals and activities to adjust.

Myth: Performance management only relies on the direct manager’s opinion

Fact: It's easy to see why this myth is so commonplace—during an appraisal, the employee only comes face-to-face with his manager, who is in charge of delivering feedback to him. Because of this setup, there's no reason for the employee to believe that anyone else's opinion matters in his evaluation. And if the manager is old-fashioned or unaware of improved practices, his opinion will really be the only basis of reviewing the employee's performance. It's important for direct managers to get feedback from colleagues and factor in observations from people who have worked closely with that employee. Doing this enables the manager to get a full picture because of the different perspectives now available to him, even more so if an employee's colleagues interact with him more than he does on a daily basis.

These are just some of the myths that get lost during talks about performance management. As you can see, these misconceptions could inadvertently affect the way that a company deals with its employees. It is important to take note of these as they could be shape the way you manage your employees in a big way. 

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