The employee should be given clear goals, to avoid employee frustration, and to avoid the use of the company for purely self-serving reasons. The employee is to be used as a resource, so he or she can feel involved in a meaningful fashion in the company, but must be appropriately compensated for his or her effort. And the effectiveness of these rewards, such as pay vs. performance, should also be tracked so as to inform future company policies.
Talent development
Talent development, through mentoring and support, is a continuous process. Just as improving the organization overall is a 'process,' a worker's education is never complete. Learning new skills, perhaps with the support of managers for 'going back to school' or through other development programs, indicates that the company is willing to invest in the employee, and makes the employee willing...
Success with particular development programs and strategies vs. others should be yet another performance measurement.
Talent management
Because performance management is a holistic discipline and requires the integration of all organizational components, management cannot take place at a purely cellular level of the company. Rather, managers must coordinate their efforts to ensure that all employees are appropriately compensated and developed, and are thriving in an atmosphere that works to meet a larger performance goal, by satisfying smaller ones along the way.
Works Cited
McNamara, Carter. (1999). Performance management: Overall goal and basic steps.
Management help. Retrieved August 4, 2009 at http://www.managementhelp.org/perf_mng/overview.htm
