The Role of Human Resources in Performance Management

Human resource management is essential for the performance management

Inside the performance management process, Human Resource Management's function is to assess and identify existing employee productivity and job needs (DeNisi and Pritchard, 2006). Performance management processes could provide valuable data to help Human Resource Management analyze the organizational objectives. Human resources also play an essential part in the performance management system by documenting information from the assessments that may be useful to the organization inside a lawsuit. Equal legislation and affirmative regulations require businesses to keep unbiased and precise job performance data to protect oneself in a case, according to Managing Human Resources (Fletcher, 2001). Finally, human resource management may assess its success by contrasting its objectives to job performance.

Performance assessments are designed and implemented in part by the human resource department. In reality, the HR department serves as a liaison between both the worker and the functional heads or evaluating authorities. It is the responsibility of human resource personnel to guarantee that the assessment process runs smoothly (Fletcher, 2001). In IKEA, as a leading furniture manufacturing company, the human resource management is interrelated with the performance management system.

Involvement of Human Resource for performance management

Human resource management has different involvement for the performance appraisal.

• The first involvement for the appraisal is to design the performance appraisal system. 

Human resource management ensures that the procedure is straightforward and quick. To establish and construct a method whereby their overall successes may be graded about their major responsibility areas, the HR staff has to know the obligations given to every worker (Murphy, Cleveland and Hanscom, 2019). In Zappos, it is found that the human resource management is highly influential to decide the performance management framework within the business (VIOLET and JOSIAH, 2011).

• The second involvement for the human resource department is monitoring the performance appraisal system within the organization.

The human resource department must also meet with the evaluating authority to guarantee that assessments are completed on schedule and that only the worthiest personnel benefit (Iqbal, Akbar and Budhwar, 2014). Appraisals should be reserved for those who have worked hard throughout the year. You must assist and occasionally coach supervisors and managers to ensure that a fair assessment is completed because no qualified worker is overlooked (DeNisi and Pritchard, 2006). In IKEA, the performance management and the monitoring of the performant is done with the strategies developed by the human resource department (Chinyere, 2013).

• Once the assessment is completed, it is the obligation of the management of human resources to distribute the increased letter or evaluation reports.

 Ensure that the letter is solely given to the employee's position and not to anybody else. Evaluations and raises should not be handled in front of others. The role of human resource management does not finish there. Human resource management must guarantee that workers are happy with the appraisal process as an HR professional.

• Following these steps, the HR department collects input on the appraisal process from all workers. HR managers make every effort to benefit all employees, but they still attempt to appease disgruntled staff.

The benefit of Human resource involvement for performance appraisal

• When Human resource management involves the performance appraisal process, it ensures proper management's representation within the performance appraisal process (DeNisi and Pritchard, 2006).
• Can use the human resource technique to resolve the conflict among employees (Fletcher, 2001)
• The management of the performance appraisal process ensures the better use of the pre-designed process.
• It ensures that there is no bias decision in the employee performance management process (Murphy, Cleveland and Hanscom, 2019)

·      Finally, an HR manager's responsibilities do not end with recruiting. They are in charge of ensuring that staff are encouraged to work at their highest productivity levels. They are also in order of evaluating the workers' performance.

 Reference

Chinyere, I.I. (2013). Comprehensive Objectives for PPP Projects: Case of Beijing Olympic Stadium. International Journal of Business and Management, 8(9).

DeNisi, A.S. and Pritchard, R.D. (2006). Performance Appraisal, Performance Management and Improving Individual Performance: A Motivational Framework. Management and Organization Review, 2(2), pp.253–277.

Fletcher, C. (2001). Performance appraisal and management: The developing research agenda. Journal of Occupational and Organizational Psychology, [online] 74(4), pp.473–487.

Iqbal, M.Z., Akbar, S. and Budhwar, P. (2014). Effectiveness of Performance Appraisal: An Integrated Framework. International Journal of Management Reviews, 17(4), pp.510–533.

Murphy, K.R., Cleveland, J.N. and Hanscom, M.E. (2019). Performance appraisal and management. Los Angeles: Sage. Copyright.

Wanderley, C. and Soeiro, T. (2016). INSTITUTIONAL CONTRADICTION AND THE BALANCED SCORECARD: A CASE OF UNSUCCESSFUL CHANGE. Revista Universo Contábil, pp.45–65.