Perspectives of Performance Management

Developmental and Evaluative Performance Management Systems

Performance management system is a process designed to involve all employees and other relevant stakeholders to improve organizational effectiveness. Both developmental and evaluative performance management systems have similar purposes. This is because they are derived at attaining a common goal. Among the chief purpose is enabling employees achieve superior standards to be used at the work place. The standards are attained by use of several tools in this realization. Both also serve the purpose of identifying skills and knowledge required for a certain job. These skills and knowledge would help in performing efficiently since it gives the drive in focusing towards performance in the right task and manner (Aguinis, 2013). Employee performance is also boosted by encouraging motivation, empowerment and implementation of favorable reward systems. At this point, the barriers of effective performance are identified, and real time solutions derived. Both strategies are designed to improve the communication system between supervisors and employees. This is by clarification of roles and accountabilities and communicating it to all the departments involved.

However, the tools used are different in each strategy. Evaluative performance management systems use review forms as one of its tools. These review forms entail information of all employees and their respective positions in the organization. They have various standards that have been set and are used to assess the performance of these employees. The evaluative strategy also makes use of the recognition technique to fulfill its desired objective. Employees that have attained a particular set threshold are rewarded on different basis (Solomon, 2009). It works as a motivation to other employees to perform so as to get recognition next time. Developmental strategy on the other hand, uses training programs. Employees are trained based on the standards of the relevant organization. The training process helps them fit into the system and perform as it is expected of them. There is also the use of performance planning as a tool. All the relevant stakeholders brain storm and generate the best plan to help propel the organization to a higher level.

Strengths of the Systems

Both systems have their own strengths. Strengths in the developmental system include the ability of the system integrating all employees into a common unit. This is through the training programs that are offered. The employees are equipped with similar abilities since they have undergone through the same training program. As a result, it becomes easy to work in partnership hence achieve success along the way. Performance planning on its part brings essence of the job description.  Through the planning process, all employees are aware of what is expected of them, hence work towards delivering (Aguinis, 2013). It also helps in laying down the output goals. This is achieved by maximization of economic resources.

Evaluative system on its part ensures that employee performance is analyzed through the performance review forms. This comes as strength since it gives the supervisors an idea of how to deal with the employees. It also helps in identifying whether employees still have the qualities and abilities that earned them jobs in the first place. It helps in assessing whether there is a need for any replacements in certain areas of the organization. Recognition on it part brings motivation to all employees. To them it acts as a morale booster.

Weaknesses of the Systems

Both systems have their weaknesses, which are not very domineering. In developmental systems, the training programs might not favor everyone at the workplace. Most of these programs are aimed at bringing uniformity. For this reason, similar techniques are used on every employee. This might not be effective since it does not consider the aspect of diversity which is prevalent in every organization. Performance might also bring rigidity on the side of employee and deter them from adjusting to changes in the future (Baron, 2011).

In evaluative system, the recognition process might be bias. This might depend on how a certain employee is perceived by the management. It would work as a discouragement to other employees and fail to deliver the intended objective.

Benchmark of Critique

Acceptability can be used as a benchmark, to critique performance management systems. The tools used in every system should be used to all employees in the organization. Some management bodies tend to impose systems that do not go well with the employees. They use their influence to force employees to go through the systems despite their attitudes towards these systems. Employees might not accept some rationales based on their beliefs, motivation drives and abilities. Some might think that they are not fair and suitable for the desired objectives. As a result, there will be reluctance in embracing these systems. Using the systems might not be effective in improving the performance in the workplace. This is because the employees will be opposed to many changes in the organization due to the fear of the unknown (Solomon, 2009).  The aspect might paralyze most activities and delay developmental programs as a whole. Employees are an integral part of any organization. Their needs and concerns must be given paramount consideration before operations are executed. Any performance management system that is not embraced by employees should be reviewed. Spearheading operations with a performance management system that is not acceptable might lead to total failure.

Good Practice of Performance Management

Several practices can be used in enhancing performance management in any organization. Among the practices is embracing diversity in the organization. Diversity is an aspect that surfaces in many organizations with this error of operation. It comes in many forms ranging from age, race, abilities and beliefs among others. It is upon the organization to devise a plan of managing diversity. This will help in accommodating all the employees in the system irrespective of their differences (Solomon, 2009). It would even be easier to understand how certain individuals behave in certain ways.  This way, the strategies devised in improving performance would be effective due to their inclusive nature. When the organization is establishing systems performance management, all the differences among the employees would be considered. At the end, the system chosen will tend to favor all employees irrespective of diversity at the workplace. This would help in evading the stumble of system acceptability by employees. Everyone would be willing embrace it.

Working in partnership is another practice that needs to be embraced in performance management. All m employees irrespective of their status in the organization need to work together. Junior employees should be involved in some decision making processes involving organizational affairs. This helps in creating a sense of belonging. There is no segregation between the senior and junior staff. A good understanding everyone’s ability and weaknesses is attained. As a result, junior employees would be willing to embrace performance management systems being used in the organization since they were part of the body that coined them. This aspect helps in improving the general performance in the workplace.

Comparison of the Systems

Developmental and evaluative performance management systems have some elements in common. Among the similarities is that both are focused on employees. These systems aim at improving the general performances of all the employees in the organization. Aim at directing employees towards achieving desired standards in the organization. This is because both systems encourage motivation and empowerment of employees. These are key components for success to be realized in any working environment. Another similarity is that in both systems, there is an implication that employees cannot achieve better performances by themselves. There are supervisors in both cases. For developmental system, the supervisors are the key designers of the actual plans to be followed. They are also involved in deciding what elements need to be included in the training programs. Employees have to abide with whatever that is brought forward. A similar case is observed with the evaluative system. Employees are not given the chance of evaluating each other based on their own observations. There is also no pre-requisite for them to point out on individuals that they think deserve recognition in a particular period of operation (Aguinis, 2013). All these are done by the management and relevant supervisors.


The major contrast is that the evaluative system is aimed at assessing the current performance of employees while developmental tries to focus more on future.  Evaluative systems just check the suitability of employees based current prevailing conditions. This means that it does not take into account the conditions that might have resulted to certain levels of performance. Developmental systems on the other hand concentrate with the future operations based on the tools used. Initiating plans and training programs are aimed at improving employee performance in future endeavors (Baron, 2011).


Performance management systems are brought forward to enhance the performance of all stakeholders in the organization. Among the major systems used in most organizations are evaluative and developmental systems of performance management. These systems serve similar purposes once they are integrated in the organization. They both aim at helping employees attain higher standards in execution of their duties. However, the tools used for these systems are different. The evaluative systems make use of performance review forms and recognition. Developmental system on the other hand, makes use of training programs and performance plans. The strength of the training programs and performance plans is that they enable employees to work as a unit due to the interactions. However, the performance plans might bring rigidity since the employees’ mind set is already fixed. Performance review forms on their part can give supervisors ideas on the changes that their employees need to embrace for effectiveness. It checks on laxity that might have crept along the way.

Acceptability can be used as a benchmark for critiquing a performance management system. This is because employees’ corporation is vital for a performance management system to work effectively. Managers need to embrace diversity and adopt strategies that would in managing it. This would help in understanding what employees want based on their status hence develop a system that will be accepted by all. Working in partnership would also play a significant role in convincing employees to accept various performance management systems.



Aguinis, H. (2013). Performance management (3rd ed.). Boston: Pearson.

 Baron, A. (2011). Taking Steps to Enhence Organizational and Individual Effectiveness.             Overview of Performance Management, 12(5), 23.

Solomon, C. (2009). Select a performance management system. Alexandria, Va.: ASTD Press.

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