with examples please demonstrate your understanding pf performance management process.

Source: The Conference Board of Canada. "Performance Management: Turning individual Stress E STRATEGIC IMPORTANCE OF RFORMANCE MANAGEMENT In any organization, achieving strategic objectives requires employee productive above all else as organizations strive to create a high-performance culture while company profitability. Many companies are still dealing with the reality this performance management represents a largely untapped opportunity to impro using a minimum number of employees. Thus, it has been suggested that better ineffective-for example, althoug they need to downsize poor performers, performance appraisal records indices Performance management is a process encompassing all activities related improving employee performance, productivity, and effectiveness. It include goal setting, pay for performance, training and development, career management, and disciplinary action. The performance management system must provide integrated network of procedures across the organization that will influence work behaviour. This involves assessing a number of elements regarding and goals are elements of performance appraisals in 97 out of 337 companies employee's performance, as highlighted in Table 7.1. While individual objectie significantly less consideration is given to the assessment of values, skills, artes objectives. There are three major purposes of performance management: italija employee actions with strategic goals, it is a vehicle for culture change, and e provides input into other HR systems such as development and remuneration performance management systems are all employees are adequately ce management The compassing all activities mproving employee productivity, and 5. TARLE 7.1 Elements of Performance Appraisals (used by 337 Canadian Organizations) 97 70 69 Individual objectives/goals Training and professional development Competencies Behaviours Organizational objectives/goals Team objectives/goals Skills enhancement plan Values Other (e.g., self-appraisal, results) 61 53 13:33 35 Organizational Strategy, June 2012, p. 2. Reprinted by permission