by Performance Management is a continuous, strategic, and integrated process of identifying, measuring, managing, and developing the performance of employees to align individual contributions with organisational goals. Unlike traditional annual appraisals, it is an ongoing cycle involving planning, monitoring, reviewing, and rewarding performance. It emphasises two-way communication between managers and employees to clarify expectations, provide regular feedback, identify development needs, and recognise achievements. Performance Management focuses not merely on evaluating past performance but on proactively improving future performance through coaching and capacity building.
Needs of Performance Management:
1. Aligning Individual and Organisational Goals
Performance Management is critically needed to ensure that individual employee efforts are strategically aligned with organisational vision, mission, and objectives. Without a formal system, employees may work diligently but in directions that do not contribute to organisational priorities, resulting in wasted effort and resources. Performance Management establishes a clear line-of-sight by cascading organisational goals down to departmental, team, and individual levels through collaborative goal-setting. This alignment ensures that every employee understands how their specific role contributes to broader business outcomes. It creates a sense of purpose and direction, reducing ambiguity and fostering coordinated effort across the organisation. Ultimately, goal alignment through Performance Management drives strategic execution and organisational success.
2. Providing Continuous Feedback and Communication
Performance Management is essential for establishing ongoing, two-way communication between managers and employees regarding work expectations, progress, and challenges. Traditional annual appraisals create long gaps without feedback, leaving employees uncertain about their performance and development. Continuous Performance Management encourages regular check-ins, informal discussions, and real-time coaching, enabling immediate course correction when issues arise. This open communication builds trust, reduces misunderstandings, and strengthens manager-employee relationships. Employees receive timely recognition for their achievements and constructive guidance for improvement. Regular feedback also empowers employees to take ownership of their performance and proactively seek support when needed. Thus, Performance Management fosters a culture of transparency and continuous dialogue.
3. Identifying Training and Development Needs
Performance Management is indispensable for systematically identifying skill gaps and developmental requirements across the workforce. Through regular performance reviews, feedback sessions, and competency assessments, managers can pinpoint specific areas where employees lack knowledge, skills, or abilities to perform effectively. This diagnostic function enables organisations to design targeted training programmes, coaching interventions, or job rotations that address actual deficiencies rather than assumed needs. Development planning becomes personalised, focusing on each employee’s unique growth trajectory. Performance Management also helps identify high-potential employees who require advanced leadership development. Consequently, it ensures that training investments are strategic, cost-effective, and directly linked to improving individual and organisational performance outcomes.
4. Making Objective Administrative Decisions
Performance Management provides a fair, transparent, and objective foundation for making critical administrative decisions regarding compensation, promotions, transfers, and terminations. Without a systematic performance evaluation process, such decisions become subjective, leading to perceptions of favouritism, bias, and injustice. Performance Management generates documented evidence of employee achievements, behavioural competencies, and contribution levels over time. This data enables managers to differentiate between high, average, and low performers objectively, ensuring that rewards and recognition are merit-based. Promotion decisions become defensible when based on demonstrated performance records. Similarly, underperformance can be addressed with documented evidence, reducing legal risks. Thus, Performance Management ensures administrative fairness and organisational credibility.
5. Enhancing Employee Motivation and Engagement
Performance Management is vital for boosting employee motivation, job satisfaction, and overall engagement by providing clarity, recognition, and growth opportunities. When employees understand what is expected of them and receive regular acknowledgment for their contributions, they feel valued and respected. The goal-setting process itself creates a sense of purpose and challenge, which intrinsically motivates employees to excel. Fair and transparent performance evaluations, linked to rewards and career progression, further reinforce positive behaviours. Employees who receive constructive feedback and development support are more likely to remain committed and enthusiastic. Performance Management also reduces uncertainty and anxiety by clarifying career paths. Ultimately, it cultivates a motivated workforce that goes beyond minimum requirements.
6. Managing and Improving Underperformance
Performance Management is essential for identifying, addressing, and rectifying underperformance before it escalates into serious organisational problems. Without a structured system, poor performance often goes unnoticed or unaddressed, leading to reduced productivity, quality issues, and negative impact on team morale. Performance Management provides early warning signals through regular monitoring and feedback, enabling timely intervention. Managers can engage in constructive performance discussions, identify root causes of underperformance, and develop improvement action plans with specific timelines and support mechanisms. It also provides a documented process for managing persistent underperformance, including warnings and performance improvement plans. Thus, Performance Management protects organisational interests while offering underperforming employees fair opportunities to improve.
7. Supporting Succession Planning and Career Development
Performance Management is crucial for building a robust talent pipeline and facilitating employee career growth through systematic succession planning. By continuously assessing employee performance, potential, and readiness for higher responsibilities, organisations can identify future leaders and critical role successors. Performance data reveals which employees consistently exceed expectations, demonstrate leadership behaviours, and possess the aptitude for advanced roles. This information enables targeted development interventions, mentoring, and job rotations to prepare successors gradually. Employees also benefit from transparent career discussions, understanding what is required for advancement. Effective succession planning through Performance Management ensures leadership continuity, reduces recruitment costs, and maintains organisational stability during transitions or unexpected departures.
8. Driving Organisational Change and Agility
Performance Management is indispensable for facilitating organisational change, adaptability, and sustained competitiveness in dynamic business environments. When organisations introduce new strategies, technologies, processes, or structures, employee performance expectations must evolve accordingly. Performance Management provides the framework to communicate new priorities, redefine goals, and assess whether employees are adapting effectively to changing requirements. It enables organisations to quickly identify skill gaps emerging from change initiatives and deploy targeted training interventions. Regular feedback and reviews during transition periods reduce employee anxiety and reinforce desired behaviours aligned with new directions. Consequently, Performance Management acts as a strategic lever that enables organisations to implement changes smoothly while maintaining productivity and employee confidence throughout transformations.
Importance/Objectives of Performance Management:
1. Strategic Alignment
A fundamental objective of Performance Management is to ensure strategic alignment by cascading organisational vision, mission, and goals down to departmental, team, and individual levels. This alignment ensures that every employee understands how their daily activities contribute to broader business outcomes, eliminating scattered or misdirected efforts. Through collaborative goal-setting, employees develop a clear line-of-sight between their roles and organisational priorities. This strategic connection fosters a sense of purpose, ownership, and accountability among employees. Performance Management also enables organisations to regularly review and realign goals in response to changing business environments.
2. Continuous Feedback and Communication
Performance Management establishes a framework for continuous, constructive feedback and open communication between managers and employees throughout the year. Unlike traditional annual appraisals that create long communication gaps, regular check-ins and performance discussions enable real-time guidance, recognition, and course correction. This ongoing dialogue builds trust, reduces misunderstandings, and strengthens manager-employee relationships. Employees receive timely acknowledgment of achievements and constructive suggestions for improvement, reducing anxiety about formal evaluations. Open communication also encourages employees to share challenges, seek support, and propose innovative ideas freely.
3. Employee Development and Capacity Building
Developing employee capabilities and building organisational capacity is a primary objective of Performance Management. Through systematic performance reviews, skill assessments, and feedback sessions, managers identify specific knowledge, skill, and competency gaps requiring attention. This diagnostic function enables organisations to design targeted training programmes, coaching interventions, and developmental assignments that address actual needs. Performance Management also facilitates career development discussions, helping employees chart clear growth paths and acquire necessary competencies for future roles. Regular feedback encourages self-reflection and personal accountability for learning.
4. Objective Administrative Decision-Making
Performance Management provides a fair, transparent, and evidence-based foundation for making critical administrative decisions regarding compensation, promotions, transfers, confirmations, and terminations. Without systematic performance data, such decisions become subjective, leading to perceptions of favouritism, bias, and workplace injustice. Performance Management generates documented evidence of employee achievements, behavioural competencies, and contribution levels over time, enabling objective differentiation between high, average, and low performers. Reward systems become merit-based, promotions become defensible, and termination decisions are supported by documented underperformance records. This objectivity enhances organisational credibility, reduces legal risks, and ensures that employees perceive administrative actions as fair and equitable, thereby maintaining workplace harmony and trust.
5. Motivation and Employee Engagement
Enhancing employee motivation and engagement is a critical objective of Performance Management. When employees clearly understand performance expectations and receive regular recognition for their contributions, they feel valued and respected within the organisation. The goal-setting process creates a sense of purpose and healthy challenge, intrinsically motivating employees to excel. Transparent evaluation systems linked to rewards, promotions, and career progression reinforce positive behaviours and high performance. Regular feedback reduces uncertainty, builds confidence, and demonstrates organisational commitment to employee growth. Engaged employees demonstrate higher discretionary effort, commitment, and willingness to go beyond minimum requirements.
6. Managing Underperformance
A vital objective of Performance Management is the early identification and systematic management of underperformance to prevent escalation into serious organisational problems. Without structured performance monitoring, poor performance often goes unnoticed, leading to reduced productivity, quality deterioration, and negative impacts on team morale. Performance Management provides early warning signals through regular progress reviews, enabling timely managerial intervention. Managers can conduct constructive performance discussions, identify root causes of underperformance, and develop improvement action plans with specific timelines and support mechanisms. It also provides a documented process for managing persistent underperformance, including warnings and formal performance improvement plans.
7. Succession Planning and Talent Management
Performance Management serves as a critical tool for succession planning and strategic talent management within organisations. By continuously evaluating employee performance, potential, and readiness for higher responsibilities, organisations can identify future leaders and critical role successors. Performance data reveals employees who consistently exceed expectations, demonstrate leadership behaviours, and possess aptitude for advanced roles. This information enables targeted development interventions, mentoring, job rotations, and stretch assignments to groom successors gradually. It also helps organisations build a robust talent pipeline, reducing dependency on external recruitment for key positions. Effective Performance Management ensures leadership continuity, institutional knowledge retention, and organisational stability during transitions or unexpected departures of key personnel.
8. Driving Organisational Change and Agility
Performance Management is essential for driving organisational change, adaptability, and sustained agility in dynamic business environments. When organisations introduce new strategies, technologies, processes, or structures, employee performance expectations must evolve accordingly. Performance Management provides the framework to communicate new priorities, redefine individual goals, and assess whether employees are adapting effectively to changing requirements. It enables organisations to quickly identify skill gaps emerging from change initiatives and deploy targeted training interventions. Regular feedback and reviews during transition periods reduce employee anxiety, clarify expectations, and reinforce behaviours aligned with new directions.
9. Improving Team and Organisational Performance
A fundamental objective of Performance Management is to improve overall team and organisational performance by ensuring that all employees contribute optimally towards shared goals. When individual performance is systematically managed, monitored, and developed, the cumulative effect translates into enhanced departmental productivity, better quality outputs, and improved service delivery. Performance Management encourages collaboration by aligning team goals and fostering mutual accountability. Regular reviews identify systemic bottlenecks, resource constraints, or process issues that hinder performance at team levels. Organisations can then implement corrective measures proactively. By linking individual contributions to team and organisational outcomes, Performance Management creates a high-performance culture where excellence becomes the norm rather than the exception.
10. Legal and Regulatory Compliance
Performance Management helps organisations comply with legal and regulatory requirements related to employment practices, equal opportunity, and workplace fairness. Documented performance records provide evidence that administrative decisions regarding promotions, terminations, and discipline are based on objective performance data rather than discriminatory factors. This documentation protects organisations against wrongful termination claims, discrimination lawsuits, and unfair dismissal allegations. Performance Management also ensures compliance with labour laws requiring periodic performance evaluations for certain categories of employees. Transparent evaluation processes demonstrate organisational commitment to procedural fairness and natural justice.
Scope of Performance Management:
1. Goal Setting and Alignment
Performance management encompasses the process of setting clear, measurable goals for employees that align with organisational objectives. This involves cascading strategic goals from top management down to individual employees, ensuring everyone understands how their contribution supports broader business outcomes. Goal setting typically follows frameworks such as SMART objectives or OKRs, providing clarity on expectations. This scope area also includes periodic review and realignment of goals as business priorities shift throughout the year. By linking individual performance targets with departmental and organisational goals, performance management ensures coherence across all levels, enabling employees to see the direct relevance of their daily work to larger organisational success.
2. Continuous Performance Monitoring
The scope of performance management extends to ongoing monitoring of employee performance throughout the review period, rather than limiting assessment to a single annual event. This includes regular check-ins, progress tracking against set goals, and informal feedback conversations between managers and employees. Continuous monitoring allows early identification of performance issues or emerging challenges, enabling timely corrective action rather than waiting until year-end evaluations. It also helps recognize achievements promptly, reinforcing positive behaviour. Modern performance management systems often use digital dashboards and real-time tracking tools to facilitate this ongoing process, making performance management a dynamic, continuous activity rather than a static, periodic exercise.
3. Performance Appraisal and Review
A core element within the scope of performance management is the formal appraisal process, where employee performance is systematically evaluated against predetermined standards and goals. This includes selecting appropriate appraisal methods such as rating scales, 360-degree feedback, or management by objectives, depending on organisational needs. The scope covers designing appraisal forms, training raters for consistency, and conducting structured review meetings between employees and supervisors. Appraisal results feed into decisions regarding promotions, rewards, and further development needs. This function ensures that performance is not only tracked informally but also formally documented and assessed, providing a structured basis for organisational decision-making and employee accountability.
4. Feedback and Coaching
Performance management encompasses providing employees with constructive, timely feedback aimed at improving their performance and professional growth. This scope area involves training managers in effective feedback techniques, encouraging two-way dialogue rather than one-directional criticism. Coaching forms an integral part of this function, where managers guide employees in overcoming challenges, developing skills, and achieving their potential. Regular feedback sessions help employees understand their strengths and areas requiring improvement in real time, rather than discovering issues only during annual reviews. This continuous coaching relationship between managers and employees strengthens performance outcomes while building trust and open communication within the organisational hierarchy.
5. Reward and Recognition Linkage
The scope of performance management includes connecting performance outcomes with appropriate rewards, recognition and compensation decisions. This involves designing pay-for-performance structures, bonus schemes, and non-monetary recognition programmes that motivate employees based on demonstrated results. Fair and transparent linkage between performance and rewards reinforces desired behaviours and encourages sustained high performance across the workforce. This scope area also addresses handling underperformance through structured improvement plans rather than purely punitive measures. By ensuring rewards genuinely reflect performance levels, organisations maintain employee trust in the system, encouraging continued effort, motivation and alignment between individual contributions and organisational recognition practices.
6. Training and Development Identification
Performance management extends into identifying training and development needs based on performance gaps observed during appraisals and ongoing monitoring. This scope area involves analyzing appraisal outcomes to pinpoint specific skill deficiencies or competency gaps affecting employee performance. Managers and HR collaborate to design targeted development plans, including training programmes, mentoring or job rotation, addressing identified weaknesses. This linkage ensures that performance management does not merely evaluate past performance but actively contributes to future improvement. By systematically connecting appraisal results with development interventions, organisations create a continuous improvement cycle where employees receive the support needed to enhance their capabilities and performance over time.
7. Succession and Career Planning
The scope of performance management includes identifying high-potential employees and informing succession planning decisions based on demonstrated performance and capability. Consistent high performers are often earmarked for accelerated career development, leadership training or future managerial roles. This scope area ensures that performance data feeds into broader talent management strategies, helping organisations build a pipeline of capable individuals ready for advancement. It also supports career planning discussions between employees and managers, aligning individual aspirations with organisational opportunities based on proven performance. This integration strengthens retention of top performers by providing clear, performance-linked pathways for career growth within the organisation.
8. Organisational Performance Improvement
At a broader level, the scope of performance management encompasses aggregating individual and team performance data to assess and enhance overall organisational effectiveness. This involves analyzing performance trends across departments to identify systemic issues, resource gaps or process inefficiencies affecting productivity. Insights gained inform strategic decisions related to workforce planning, restructuring or policy changes. This scope area ensures that performance management functions not only as an individual assessment tool but also as a strategic instrument for organisational diagnosis and improvement. By linking individual performance data to organisational outcomes, management gains a comprehensive view of how human capital contributes to achieving overall business objectives.
Process of Performance Management:
1. Setting Performance Objectives
The first step in performance management is setting clear performance objectives for employees. These objectives should be aligned with departmental and organisational goals. Managers and employees should jointly discuss what needs to be achieved, the expected standards and the available resources. Objectives should be specific, measurable, realistic and time bound wherever possible. Clear objectives provide employees with direction and help them understand their responsibilities. They also create a basis for measuring performance at a later stage. Effective goal setting improves employee focus, accountability and motivation while ensuring that individual efforts contribute towards the achievement of organisational objectives.
2. Developing Performance Standards
Performance standards define the level and quality of performance expected from employees. They provide clear criteria against which actual performance can be assessed. Standards may relate to quantity, quality, time, accuracy, customer service, behaviour or other job requirements. Managers should communicate these standards clearly and ensure that employees understand what is expected from them. Standards should be realistic, consistent and relevant to the nature of the job. Clearly defined standards reduce ambiguity and make performance assessment more objective. Therefore, developing appropriate performance standards helps employees understand expectations and provides a reliable basis for evaluating their work performance.
3. Performance Planning
Performance planning involves preparing a structured plan for achieving agreed objectives and performance standards. Managers and employees discuss responsibilities, expected results, required competencies and resources. The plan may also identify development needs and specific actions required to improve performance. Employees should understand how their individual responsibilities contribute to broader organisational goals. Performance planning creates clarity about priorities and helps managers provide appropriate support throughout the performance cycle. It also establishes a common understanding between employees and managers regarding expected outcomes. Thus, effective performance planning provides a clear roadmap for employee performance and supports systematic achievement of organisational objectives.
4. Performance Monitoring
Performance monitoring involves regularly observing and reviewing employee progress towards agreed objectives and standards. Managers should track work results, provide guidance and identify problems before they become serious. Monitoring should be continuous rather than limited to the annual performance review. Employees should receive regular feedback about their performance and understand whether they are progressing as expected. Managers can use meetings, work reports, observations and performance indicators for monitoring. Continuous monitoring also helps identify changing circumstances that may require adjustment of objectives. Therefore, performance monitoring ensures that employees remain focused on organisational goals and receive timely support for improvement.
5. Performance Review
Performance review is a formal assessment of an employee’s performance during a specified period. The manager and employee discuss achievements, difficulties, strengths and areas requiring improvement. Actual performance is compared with previously agreed objectives and standards. The review should be based on relevant evidence and should encourage open communication between the employee and manager. Employees should be given an opportunity to explain challenges and provide their views about their performance. A fair performance review helps identify development needs and future objectives. Thus, performance review provides a systematic opportunity to evaluate performance and support continuous employee improvement.
6. Performance Feedback
Performance feedback provides employees with information about the quality and effectiveness of their work. Feedback should be timely, specific, constructive and related to agreed performance standards. Managers should recognise good performance while also explaining areas that require improvement. Employees should be encouraged to discuss difficulties and suggest possible solutions. Regular feedback helps employees understand whether their efforts are producing the expected results and enables them to correct problems quickly. It also strengthens communication and trust between managers and employees. Therefore, effective performance feedback is essential for continuous learning, employee motivation and improvement in individual and organisational performance.
7. Performance Improvement
Performance improvement involves taking corrective and developmental actions when employees do not meet expected standards or when better performance is possible. Managers should first identify the reasons for performance gaps, such as lack of skills, unclear responsibilities, inadequate resources or insufficient support. Appropriate measures may include training, coaching, mentoring, counselling, additional resources or revised work methods. Employees should be given reasonable opportunities to improve and clear expectations should be communicated. Performance improvement should focus on solving problems rather than simply criticising employees. Thus, this stage helps employees overcome weaknesses and achieve the required level of performance.
8. Performance Evaluation and Reward
The final stage involves evaluating overall performance and recognising employee contributions through appropriate rewards and development decisions. Performance results may influence incentives, recognition, promotions, career development or future responsibilities, depending on organisational policies. Rewards should be based on fair and transparent performance criteria. Evaluation also helps management determine whether performance management practices are achieving organisational objectives. Lessons from the completed performance cycle can be used to set improved objectives for the next period. Therefore, performance evaluation and reward encourage employees to maintain good performance, strengthen motivation and create a continuous cycle of performance improvement and organisational development.
Types of Performance Management:
1. Result-Based Performance Management
Result-based performance management focuses on evaluating employees according to measurable outcomes and achieved results rather than the process or behavior used to attain them. This approach typically relies on quantifiable targets such as sales figures, production units, project completion rates or revenue generated. Managers set specific, measurable goals at the beginning of the period and assess employees purely on whether these targets were met, exceeded or missed. This type suits roles where output can be clearly quantified, such as sales or manufacturing. While straightforward and objective, it may overlook important behavioral factors like teamwork, ethics or effort, focusing narrowly on final numerical outcomes achieved.
2. Behavior-Based Performance Management
Behavior-based performance management evaluates employees based on how they perform their tasks, focusing on specific behaviors, actions and conduct exhibited during work rather than solely on outcomes. This approach is particularly useful for roles where results are difficult to quantify, such as customer service or leadership positions, where soft skills significantly impact effectiveness. Evaluators assess behaviors like communication, teamwork, problem-solving, punctuality and adherence to organisational values using behaviorally anchored rating scales. This type encourages employees to develop desirable workplace behaviors and interpersonal skills alongside task completion. It provides a more holistic view of performance, though it can involve greater subjectivity compared to purely result-based evaluation methods.
3. Competency-Based Performance Management
Competency-based performance management assesses employees against a predefined set of skills, knowledge, and attitudes considered essential for successful job performance. Organisations first identify core competencies required for each role, such as technical expertise, decision-making ability, or leadership potential, then evaluate employees against these established benchmarks. This type is closely linked to training and development, as gaps identified during evaluation directly inform future learning interventions. It supports long-term capability building rather than focusing solely on short-term outputs. Competency-based systems are especially valuable for succession planning and career development, as they provide a clear, structured framework for identifying and nurturing employee potential across the organisation.
4. 360–Degree Performance Management
360-degree performance management gathers feedback on an employee from multiple sources, including supervisors, peers, subordinates, and sometimes customers, providing a comprehensive and well-rounded assessment of performance. This approach reduces the bias inherent in single-rater systems by incorporating diverse perspectives on an individual’s strengths and development areas. It is particularly effective for evaluating leadership qualities, interpersonal skills, and teamwork, which may not be fully visible to a single supervisor. The process typically involves structured questionnaires distributed to all relevant stakeholders, followed by consolidated feedback reports. While offering richer insights, this type requires careful administration to maintain confidentiality, objectivity, and constructive framing of feedback for maximum developmental value.
5. Management by Objectives (MBO)
Management by Objectives is a performance management type where managers and employees jointly define specific, measurable objectives at the start of a period, which then serve as the basis for subsequent evaluation. This collaborative goal-setting process increases employee commitment and ownership, as individuals actively participate in determining their own targets rather than having them imposed unilaterally. Progress is monitored periodically, with performance assessed against the originally agreed objectives at the end of the cycle. MBO aligns individual goals directly with organisational priorities, creating clear accountability. This type works well in results-oriented environments but requires strong communication and periodic recalibration as circumstances change.
6. Continuous Performance Management
Continuous performance management moves away from traditional annual review cycles, emphasizing ongoing, real-time feedback and regular check-ins between managers and employees throughout the year. This type relies on frequent one-on-one conversations, informal coaching, and immediate recognition of achievements or areas needing improvement. Technology-enabled platforms often support this approach through real-time tracking dashboards and instant feedback tools. Continuous performance management allows for quicker course correction, keeps employees consistently engaged with their goals, and reduces the anxiety often associated with infrequent, high-stakes annual reviews. This type is increasingly popular in dynamic, fast-paced industries where agility, responsiveness and ongoing development are prioritized over static, periodic evaluation.
7. Project-Based Performance Management
Project-based performance management evaluates employees based on their contributions and performance within specific projects rather than fixed periodic cycles. This type is common in project-driven industries such as IT, consulting, or construction, where employees frequently move between different assignments with varying teams and objectives. Evaluation occurs at project milestones or completion, assessing factors such as timeliness, quality of deliverables, collaboration, and problem-solving during the project lifecycle. This approach allows for more relevant, context-specific feedback tied directly to actual work performed, rather than generalized annual assessments. It is particularly effective in organisations with matrix structures, where traditional hierarchical performance reviews may not adequately capture cross-functional contributions.
Role of Managers and Employees in Performance Management:
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Role of Managers
Managers play a central role in making performance management effective. They set clear performance objectives, communicate expected standards and ensure that employees understand their responsibilities. Managers monitor employee progress and provide regular, constructive feedback throughout the performance cycle. They identify performance gaps and provide appropriate coaching, training and other support to improve employee capabilities. Managers should conduct performance reviews fairly and objectively, using relevant evidence rather than personal bias. They also recognise good performance and encourage employees to take greater responsibility. Thus, managers act as planners, facilitators, evaluators and mentors who connect individual performance with organisational objectives.
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Role of Employees
Employees are active participants in the performance management process and are responsible for contributing towards agreed organisational objectives. They should understand their performance goals, take responsibility for completing assigned tasks and maintain the required standards of quality and efficiency. Employees should participate actively in performance discussions, accept constructive feedback and identify their own development needs. They should communicate workplace difficulties to managers and seek appropriate guidance when required. Employees are also expected to continuously improve their knowledge and skills and apply learning in their work. Thus, employee involvement, responsibility and willingness to learn are essential for successful performance management.
