What is performance -based management?

Performance -based performance -based competencies use a list of the necessary skills and knowledge known as competence, to evaluate the performance of an employee in the workplace. This managerial practice focuses on the skills and characteristics of working employees to determine their strengths in the workplace and identify areas that require improvement. Managers use performance -based management to improve employee efficiency and morale and reduce employee training costs by determining and developing specific skills needed to perform a business task or work.

This method can be used to improve performance within or to place organization members in positions suitable for their skills. Although the main focus of this type of proceedings is to increase the level of employee performance, performance management data can also use human resources (HR) to assess and place employees on the basis of their ability to meet their abilityjob requirements. Competencies are qualities that people have or develop, which help them work successfully in position. In some cases, performance -based proceedings may require that the employee be removed from a position in which he is not consistently unable to meet the performance objectives.

physical, mental and skill characteristics can be included as the competence needed to perform work. Competencies can vary much in job positions. Defined competences depend mainly on the requirements of specific work. The performance -based management basically creates an outline of the perfect set of employees' skills and creates an evaluation system called a competence framework on which employees can be evaluated. In general, if an employee does not meet the necessary requirements for meeting positions, an employee is trained or educated in SLABém area to help him work better in position.

Competence framework used to manage performance -based competencies should be flexible based on current position skills. Asking skills or characteristics that are unnecessary in a specific position may require an employee to acquire unnecessary skills and knowledge, often at a cost of business requiring competences. For example, to require a graphic designer to learn accounting procedures or require accountants to learn graphic programs, can be considered unnecessary requirements for the competence for managing these positions.

Generally measured performance management based on competences based on their improvement since the last assessment of competences. In this type of system, the employee is measured against his own previous performance and does not necessarily compete with other employees at the level of competencies. Also include performance -based power -basedAlthough they require competencies. In general, rewards are used in cases where an improvement in one or more competences is displayed, but the rewards can also be given to employees who show consistent expertise of some or all competences needed for work.