Performance Standards the Imperative for Job Performance

Performance Standards

The Imperative for Job Performance Standards

One of the greatest mistakes that an employer can make is the failure to provide personnel with a clear set of directives on what is expected of them on the job. While most employees will strive to perform to the best of their abilities, uncertainty over expectations and ways of measuring effectiveness can actually lead to lowered morale and, consequently, declining performance. It is for this reason, our primary text asserts, that job performance standards are an absolute necessity, particularly in companies of larger scope. Clearly defined and effectively communicated performance standards can not only help an employer to evaluate the effectiveness of his personnel both individually and collectively, but these standards can also help employees to gauge their success in attending to their job functions. (p. 604)

One of the best ways to ensure that an employee feels invested in achieving his or her performance standards is to have said employee take part in constructing standards specific to a selected occupational path. As the text notes, it is critical for personnel to feel that they have a stake in company success. By collaborating with employees at an individual level, management can set individualized performance standards that combine organization-wide expectations with personal goals. According to the secondary source provided by U.C. Davis (2008), this approach helps to foster comfort in the ongoing dialogue that is comprised of feedback and period performance evaluations. This helps to combine the use of clear performance metrics with the opening of channels to multidirectional communication.

Within this context, U.C. Davis advises that performance standards are not simply about judging employees. If rendered effectively, such standards should be used to help reinforce and reward positive performance while simultnaouesly helping to provide the employee with the input and resources necessary to make improvements where needed. According to the secondary text, "once performance objectives and standards are established, you should observe employees' performance and provide feedback. You have a responsibility to recognize and reinforce strong performance by an employee, and identify and encourage improvement where it is needed. You provide informal feedback almost every day." (U.C. Davis, p. 1) This regulatory of engagement can help to reduce the onus that is often placed on monthly reviews or annual performance evaluations.

This approach is echoed in the primary text, which indicates that performance standards must be used as a way to bring positive motivation to employees. If evaluations instead convey a sense of impending criticism or punishment, performance standards will be perceived negatively by personnel. Therefore, the counsel to use these standards to remain in constant, positive contact with personnel is critical. Constant awareness of one's progress can be a strong motivator, made more so by the presence of an encouraging and communicative supervisor.