HR Performance Management Systems

Performance Management (PM) systems are typically entirely in-house to the organization, but data must be related to several other systems, as well as rewards, staffing, training, and development. Performance Management systems are used as running tools by managers and must, therefore, is inherently self-explanatory. Often, data are specific to the individual, although a variety of summary measures must be comparable across subsets of employees or all employees.

            Even though the interrelationships among performance management, rewards, benefits, and payroll are clear, and it is noticeable that the HRIS applications for these four functions need to interface flawlessly, it would be a mistake to think that these four functions can be measured independently of other Human Resource applications or, indeed, of any of the information systems operated by the organization. The potential must be there for any data sets currently collected by the organization to be retrieved and analyzed based on the requirements of the problems faced, not on the bin in which the data currently reside.

            At some point in the 1980’s, professionals and some scholars became interested in a different goal: improving performance (Banks & May, 1999; Bernardin, Hagan, Kane, & Villanova, 1998). This curiosity led to a adjustment of the whole performance process, and concentration shifted to Performance Management. The Performance Management process consists of three parts: performance planning, performance observation, and providing positive response and/or corrective feedback. In order to support this process, periodic performance summaries are developed to give out as a basis for performance planning for the next period while providing data for a variety of Human Resource decisions, as well as rewards, staffing, training, and other decisions affecting the employee’s affiliation with the organization.

            Performance Management is now considered within the structure of “talent management”, which encompasses all areas of Human Resource that have to do with on boarding, enhancing, evaluating, and managing the workforce through all the normal cycles. Performance Management is just one of the areas connected to others; such as:

·         Hiring (external labour market)

·         Staffing (internal labour market)

·         Career Management

·         Performance Appraisals

·         Development Management

·         Retention Management

·         Personnel Planning

Nowadays, there are a lots of companies installed the high cost systems, Enterprise Resource Planning (ERP) systems, which it were supposed to provide a single raised area for all these applications. Even though these systems are costly, but it helps the organizations by adding specialized talent management solutions from the third-party vendors to accomplish the compulsory functionality.

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References:

·         Michael J. Kavanagh, Mohan Thite, Richard D. Johnson (2011), Human Resource Information Systems (Basics, Applications, and Future Directions), Second Edition .