Strategic Performance Management System (SPMS)
Objectives and Description
The strategic performance management model provides resources through which the organization, unit or group will get better results and people through performance management. The particular objectives of SPMS are following:
- To concretize the overall company performance link with its long Strategic planning
- To ensure organizational performance by cascading institutional obligations different levels of institution based on scientific basis for performance goals and measures
- The performance management link with new HR systems by a platform that only a foundation will be used in evaluating effective, the intervention of human resource planning, incentives and rewards, employees’ actions and disciplines.
- By improving group or unit and different performance by a systematic method through an ongoing procedure of measuring strategic program goals, measurements Performance, and reporting, analyzing, analyzing, reporting and reporting information.
- To develop unit or group and individual performance with a systematic method through an ongoing procedure of establishing performance objectives, measure performance strategically, and analyzing, reviewing, reporting and collecting the performance data.
- Results of organization activities to improve the performance of group, individuals, and unit with the strategic privacy or vision of the SPMS premium organization.
Essential elements of the SPMS
SMPS consists of essential elements, such as:
- The goals are that the organization is connected with order and organizational significances
- Outcomes or outputs
- A group’s vision of performance management
- User-friendly forms and alignment of individual and organizational goals
- Systems Information that supports observing and evaluation
- A Communication Strategy
a) The Goals are that the organization is connected with order and organizational significances
Strategic performance measurement is combined with corporate alliance, strategic priority vision, value, mission and organizational performance index structure. Also, the values of SPMS IPCR sample have been predefined to ensure efficient use and management of effort and work procedures. These values combine with success indicators because organizational objectives are limited to below the operational level.
b) Outcomes/outputs –oriented
The system keeps the initial final output premium, which provides organizational mandates, strategic priorities, outcomes, missions, visions, and production.
c) A group’s vision of performance management
Responsibility and personal roles for achieving organizational goals are definite for combined goals and performance rating of success indicators SPMS. The person’s action plans or rating and commitments from units or group are linked to the promise and evaluation form to establish a clear association between work plans or organizational performance and worker’s performance.
d) User-friendly forms and alignment of individual and organizational goals
Both the organizational and personal forms used for performance are the same and easy to achieve. Private and corporate final results and success pointers help coordinate the cascading and organizational and personal performance ratings of individual staff’s organizational goals.
e) Systems Information that supports observing and evaluation
Evaluation and monitoring process and information system SPMS are necessary components for facilitating connectivity between individual performance and organizational performance. To ensure timely accurate and accurate information generation for performance tracking or monitoring, simulation reporting, program improvement, and policy decision, the system will be set up for executive monitoring, evaluation, and necessary information systems.
f) A Communication Strategy
Establishment of the organization’s SPMS establishment will create an assessment for SPMS as a management tool for the employees and employees’ awareness and to promote the interests of the system and to appoint officials and staffs as partners in the goals of the organization.
Process of the SPMS
i. Performance Preparation and Commitment
At this stage, the success indicators are set in individual performance engagement and review sample. Performance indicators include performance measurements and performance targets for performance indicators. These offices and their performance rating and contracts form shall serve as bases in the preparation of individual employees.
ii. Performance Coaching and Monitoring
In the strategies of performance management system the performance coaching and monitoring intentions to create an active environment and to improve each performance. At this stage, the performance of organizational unit or group and each employee will be regularly observed on a semi-annual basis, in concise time. The agency will conduct a mid-level performance review of group-level as well as individual-level performance to detect the gap between the actual medium-performance performance commitments. At the individual level, Guidelines of HR on Performance Coaching and Monitoring System will provide observer employees and Superior coaching, monitoring and feedback mechanisms. Reviewing their progress in achieving career prospects and observing employee performance goals in the rating year. For the performance behavior in the upper and the staff, after reviewing the career of the middle class, to ensure coordination and plan a course of development and action and correct and improve the staff performance with dissatisfied and low-performance ratings.
iii. Performance Evaluation and Review
To assess both the individual performance and performance of the group, the performance will be evaluated and reviewed at regular intervals. The results of the performance evaluation and review will be based on performance rewards and by developing interventions available for qualified and eligible staff. At this stage, evaluation of both groups and individual staff performance levels based on targets and measures as the approval of aims and individual-level and group-level executive commitment agreements.
iv. Performance Development and Rewarding Planning
The consequences of the evaluation will be discussed by the head of the group and supervisor of the group with each employee at the end of each classification. Discussions will focus on this gap, career path and capacity to deal with options, performance deficits, and opportunities. Unsatisfactory and low-performance ratings will be referrals to a professional development plan to correct or develop the staff performance, including outlined and observe the progress of the measure.
Coach to develop performance in line with action plans, initiatives, and goals. To resolve the problems of employees, to respond to the effectiveness of critical thinking and to promote the competition. Supervisor and Group’s primary strategy and performance expectation establish communication which is two-way. Delivers timely feedback which promotes the development of the team and personal performance skills. Develops the business culture and approach towards higher performance that provides a strong index that is working on an SPMS.