Performance Review

ACADEMIC SUMMARY

The manager reviewed Charlie following five steps that include; preparation, introduction, explanation of the issue, asked for a reason, and agreed on a way forward. The manager noticed underperformance by the employee and was required to establish the facts on the issues of Charlie. These were set as a meeting to discuss and find out why there is an underperformance. Focus on the subject was shown in the interview, and Charlie explained himself about the issues raised. They outlined the problems that caused his underperformance and agreed on ways in which they would mitigate them and improve his performance at work. They applied the SMART method in dealing with the issues that arose from the interview with Charlie, which included; specific, measurable, achievable, relevant, and time-bound objectives to deal with his underperformance.

Using the SMART model to outline the performance of the employee increases the production of existing systems int the workplace, and they will inspire increased performance (Prather, 2005). The use of the model also encourages increased performance in the business and improves the management process and methodologies to be employed in the attainment of objectives (Kowalkiewicz & Markovic, 2008 ). The use of the SMART model in the management of employee performance will further improve the control of the human resource. It will improve efficiency and effectiveness in the workplace towards increased performance (Everett, et al., 2011). The setting of the performance objectives will further enhance the planning process, which will increase efficiency in the workplace (Moore, 2017).

Bibliography

Everett, C., Antuar, N. & Becker, K., 2011. Implementing an employee performance management system in a nonprofit organization. Nonprofit Management and Leadership, 21(3), pp. 255-271.

Kowalkiewicz, M. & Markovic, I., 2008. Linking Business Goals to Process Models in Semantic Business Process Modeling. Munich, 12th International IEEE.

Moore, J., 2017. Setting SMART objectives. Headteacher Update, 2017(6), pp. 14-44.

Prather, C., 2005. The dumb thing about SMART goals for innovation. Research-Technology Management, 48(5), p. 14.