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Employee performance refers to the behavior and performance
of workers in the workplace as they perform their assigned tasks. An
organization normally sets targets for performance for individual employees and
it can be said that an organization deems it beneficial if performance targets
are being met by workers. Employee performance is an important factor which
directly contributes to organizational performance. At present, organizations
face strong competition and are keen on boosting employee performance for
enhancing their brand recognition, market reach, and profitability
Therefore, quality managers and
HR managers have put a special emphasis on methods for gauging performance and
conducting sessions of review periodically for monitoring it. With the
increment in the overall review of performance, the importance of an employee
increases in the eyes of the organization. Normally, in any occupation,
employee performance is determined by several parameters which can be specific
for both highly complex and simple jobs as well, often correlating with the
complicatedness of employment contract, job manual, or job description. Generally,
these parameters include error rates, work rate, damaging or costly incidents,
client or customer satisfaction, revenue generation, teamwork, attitudes,
productivity, initiatives, and dependability etc. There are different agencies
of HR consultation which provide an apt evaluation of the performance of
employees and many organizations seem to outsource their evaluation of employee
performance to them.
Normally, measurement of
employee performance is not a simple task and organizations have to plan it
effectively for its good execution. If an organization wishes to assess the
levels of performance of workers, the owner requires proper performance
administration and planning. On the basis of that discussion, some specific
standards have to be set and consistent evaluation of workers on different
aspects must be carried out. But carrying out an evaluation of employee
performance is not enough, an organization must also implement grooming and mentoring
sessions. Workshops are implemented by most of the companies for it. It can be
said that the best practice for increasing the input of workers is a reprimand
which is followed by the policy of encouragement. It must be remembered that
worker performance also relies on the relation that is shared by him with the
organization. Thus, it is also important for an organization to groom and
motivate a worker for getting better results
Models of Employee
Performance
In
the practical world, organizations don’t stick to a typical employee
performance model. It has been determined that companies alter the performance
models according to their requirements. This way, they are able to suit their
needs and enhance the performance of workers. However, following is one of the
most implemented models in firms for measuring the performance of workers
Practical Employee Performance Model
The
overall performance of employees can be measured with the use of internal
model. It can be said that it is necessary to consider the compensation policy
and performance of an employee for making sure that the internal model is
effectively working. The compensation policy and employee performance are
seemingly based on the five questions which are given below and represent the
guiding principles as well:
1. What are the measures which are used for
evaluating the performance?
2. What are the measures which are used for
measuring the overall performance?
3. What are the methods employed for checking
the distribution of performance?
4. How is it possible to work with the
overall results of performance?
5. What is the relation of compensation
policy with an evaluation of performance?
Actually,
the overall evaluation of performance consists and reflects four elements which
include the overall experience of working, experience in a specific position,
behavior; attitude; or competencies, and individual performance. The overall
evaluation of performance is created in such a way that each of these 4
elements has a specific weight in the calculation of the total score of
performance. For instance, individual performance in completing different tasks
is offered a 30 percent weight; competencies, behavior, and attitude according
to the values of the company is also offered 30 percent weight; and working
experience along experience in the position both are given 20 percent weight.
Competencies
are simply evaluated against the competency model of organization. Meanwhile,
behavior and attitude are measured according to the organizational values. Each
worker can obtain 1-5 points for his competency level. Organizational values
and competency model can be separated into four sectors: Recognizing the
business along with its strategic direction. This also involves
analyzing and solving issues which are influencing the financial results and
business of the organization. Another part is delivering outcomes which means
to be innovative, customer focused, performance oriented, and willing to change
the present things. Then comes motivating individuals which means to be capable
of inspiring and engaging employees for cultivating networks and relations
among them while fostering communication, cooperation, and teamwork. The last one is training people as
individuals have to be trained for adapting to changes and coping with the
issues or challenges
Emotional Intelligence and Performance
Emotional
intelligence is actually a set of abilities or skills which refer to just how
effective a person is able to handle emotions not only in himself but also in
others. It has been identified that both in employee performance, management,
and leadership effective handling of emotions might contribute to completing
the assigned tasks with more efficiency than before. Employees often encounter
issues in their work which need to be sensible and act in such a way that they
are not making mistakes. Therefore, it can be said that the relationship
between performance and emotional intelligence is positive
EI or emotional intelligence is
determined to involve at least 3 skills including naming emotions of a person,
or capability of identifying emotions and emotional awareness; the capability
of harnessing the emotions and applying them to different tasks like problem
solving and thinking; and the ability of managing emotions which involve both
regulating the emotions oneself and emotions of others. Actually, there is not an
authenticated psychometric scale or test for emotional intelligence as there is
for the general intelligence factor. It is argued by many that emotional
intelligence is thus not a proper construct but a manner of explaining interpersonal
abilities which has many other names
In spite of this criticism, EI or
emotional intelligence has a broad appeal among the public along with many
other areas. In the past years, some workers have even integrated tests of
emotional intelligence into their interview or application processes, on the
concept that a person high in this emotional intelligence would be making a
better coworker or a leader. Although some studies have identified a connection
between job performance and emotional intelligence, no correlation has been
shown by others, and the lack of an authenticated scale makes it quite tough to
forecast or predict emotional intelligence of a person on the job.
It has
been identified in studies that employees need to have a strong grip on their
emotions as they work because they face various challenges as they work. If
they panic and let their emotions decide for them, it would cause them to work
inefficiently. It can even result in strong drawbacks and financial loss
to the organization. That is why, employees with high emotional intelligence
are more diligent and work seamlessly
References
of Employee Performance and Emotional Intelligence
Cavazotte, F., Moreno, V., & Hickmann, M. (2012). Effects of leader intelligence, personality and emotional intelligence on transformational
leadership and managerial performance. The Leadership
Quarterly, 23(3), 443-455.
Hameed, A., & Waheed, A. (2011). Employee development and its affect on employee performance a conceptual framework. International journal
of business and social science , 2(11).
Jackson, L. (2014). The work engagement and job performance
relationship: Exploring the mediating effect of trait emotional intelligence.
Jankingthong, K., & Rurkkhum, S. (2012). Factors affecting job performance: a review of literature. Silpakorn University Journal of Social
Sciences, Humanities, and Arts, 12(2), 115-127.
Motowidlo, S. J., & Kell, H. J. (2012). Job
performance. Handbook of Psychology, 12.
Ramchunder, Y., & Martins, N. (2014). The role of self-efficacy, emotional intelligence and leadership style as attributes of leadership
effectiveness. SA Journal of Industrial Psychology, 40(1),
01-11.
Schraeder, M., & Jordan, M. (2011). Managing performance: A practical perspective on managing employee performance. The Journal for
Quality and Participation, 34(2).
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