HOW TO IMPROVE EMPLOYEE ENGAGEMENT USING PERFORMANCE MANAGEMENT

 

Provide employees with opportunities for growth and development, recognize and reward their contributions, and seek their feedback on how to improve the performance management process. This will help keep high-performers engaged and motivated and set them up for continued success. In the modern corporate world, it's essential to strengthen one's employees so they can keep up with demand. If an organization doesn't nurture its staff, it will quickly fall behind and never reach its goals. Furthermore, don't forget how much impact employees have on the company's employee engagement and retention rates.

While we may all agree that employees are our most valued asset, few managers would say otherwise, stating how difficult it can be to manage and improve their performance. And in this digital age where many work remotely, it becomes even more challenging than ever before.

(Image source Drivers of Employee Engagement Stock Photo - Image of culture, communication: 131511016 (dreamstime.com) )

 Companies with highly engaged employees outperform companies with disengaged employees on all accounts, including higher profitability, productivity, customer metrics, and decreased turnover. While the benefits of improving employee engagement are evident, even with this understanding, many leaders aren’t clear about the performance management strategies that lead to success.

We can learn about employee engagement from leaders like Gallup and Culture Amp who say that the top driver of engagement, especially for millennials, is the opportunity to learn and grow. New social science research shows that strategic employee performance management allows leaders to impact employee development and learning, and thereby increase engagement.

A New Approach to Performance Evaluations

When it comes to evaluating employee performance, outdated processes are being replaced by new norms. Companies are ditching the annual performance review (traditionally accompanied by forced ranking systems) and revamping their employee feedback processes entirely. Here, we will outline what science reveals as the 3 non-negotiable strategies of an effective performance management program.

According to J. Lee Whittington, professor of management at the University of Dallas, high employee engagement is directly impacted by an intentional, well-thought-out performance management program. In his new book, Enhancing Employee Engagement: An Evidence-Based Approach, Whittington highlights 3 non-negotiable strategies companies need to take into account for highly effective performance management that leads to increased engagement.

•  Clear Expectations: The first step in the employee performance management process begins when a new team member joins your company. During the first week, it’s important that the first meeting between manager and employee centers around clarifying expectations. According to research, in this initial meeting, managers should review the role description, clarify responsibilities, standards of evaluation, reporting relationships, and acclimate the new hire to the organizational culture and values.

According to Gallup, only 50% of employees clearly know what is expected of them at work, so there’s a huge opportunity for improvement here. Clear role expectations often begin with a role description and should extend to goals for work and key objectives.

Conclusion

The motivational potential of job resources can be intrinsic. They facilitate growth, learning, and development, or extrinsic because they are instrumental in achieving work goals (Bakker & Demerouti, 2007). Job resources are also important because they help individuals cope with job demands and have been found to buffer the effect of job demands on job strain (Bakker & Demerouti, 2007, 2008).ResearchontheJD-Rmodelhasfoundthatjobdemandsarerelatedtoburnoutandhealthproblemswhilejobresourcespredictwork engagement, extra-role performance, and organizational commitment (Bakker & Demerouti, 2007).

An integration of the ideas regarding the psychological and resource antecedents of engagement suggests that performance management the psychological conditions.

Many policies and practices help boost employees’ enthusiasm which has to do with equity. When the collective treatment of workers relates positively to fundamental and generally accepted societal standards, such as employees receiving a living wage; having adequate non-wage benefits; being laid off sensitively; experiencing safe working conditions; and having equality of employment opportunity, the morale is generally higher.

 

References

Employee Engagement: Maximizing Organizational Performance: Right Management “An Empirical Analysis of the Relationship between Employee Attitudes, Customer. Attitudes and Customer Spending.

 Employee Engagement & Corporate Culture Research Study – by WhiteBoard – maximizing capital.

https://www.researchgate.net/publication/241106859_Performance_management_and_employee_engageme nt

 .Armstrong, M. (2000). Performance management: Key strategies and practical guidelines. London, UK: Kogan Page Limited. [5] Bakker, A. B