Performance Management

Performance management is the procedure of generating a work environment or setting in which people are allowed to carry out to the best of their aptitudes. Performance management is a whole work system that instigates when a work is termed as required. It finishes when an employee departs from an organisation

At university, even from commencing, they had to give an assessment to test our English and mathematics knowledge in order to see what level we are in and whether some people may need extra help. Also, the university measures our performance by the use of courseworks, assignments and class works. Each term our teachers from four different modules, either a group work or individual work will be given in order to test topics in a module. In addition to this, at every start of a new topic there are stated aims and objectives  in each powerpoint and at the end of the lesson questions will be asked and all of us have to answer orally just for the teachers to make sure we understood the lecture. Other than this, I don’t see any other procedure the university take on to measure the student’s performance. Even the personal tutors , in my opinion , is not keeping in track of how we are getting on except from the results we get from our courseworks, assignments and class tests. It would be a good idea if the personal tutors had to meet the student every term just to see how each student are getting on and give targets for improvement.

From the article of the times online: “Entrepreneur: a mentor can tune your skills”, it is a good idea to be a happy mentee. A good mentor displays a yearning and a enthusiasm to despair time to assist others, upholds a positive attitude, thus far is capable to be truthful and have a solid fascination in their personal growth and self-development. Good mentors needs to be well-balanced, to offer and accept beneficial disparagement and understand how to test the mentee where and when it is suitable. It is also a plus for the mentor to be a good listener: more precisely an “active” listener. Supportive listening is also vital – the necessity to comprehend words and events as the mentee notices them and with the senses the mentee ascribes to them. It is signigicant for mentors to take interpretation by way of feedback, considering the mentee’s state of mind and precisely briefing or rephrasing their thought procedures.

I can say that my parents have been my mentor since birth as they have been there teaching me all the good deeds while growing up. They are there when I needed help in different areas such as money, education and other personal problems. Their advices made me stronger as an individual and made me as mature as I am now. They supported me throughout my whole life and gave the best treatment and happiness. Their stories from their previous experience inspired me to be a better person and to motivate me to work harder to achieve a better future. I know there was a time where I misplaced myself and did not listen to my parents who resulted for me to mess up my education and what I am. However, after that I made sure that I learnt my lesson and from then on, I should always trust on what they say as they only want the best for me even if they are strict.

In conclusion , a successful system proposes various potential advantages  mutually to individuals and the organisation nonetheless there are a number of significant queries to be tackled. Thought must be certain to the scheme and enactment of the system, procedures of appraisal , and possible delinquent areas.

References:

Mullins, L. ( 2010) Management & Organisational Behaviour : ninth edition. London: Person Education Limited.

The Sunday Times. (2008) Entrepeneurs : a mentor can tune your skills [online] . The times online. Available from: http://business.timesonline.co.uk/tol/business/entrepreneur/article3778514.ece [Accessed on 20 April 2011]

Bacal, R. (1999) Performance Management.New York: R.R Donnelley & Sons Company.

Local Development (2008). Performance Management [online]. Available from: http://www.idea.gov.uk/idk/core/page.do?pageId=76209 [ Accessed on 20 April 2011]