Reply to discussion (Module 10: Effective Communication and Training in Implementing a Performance Management System)

Reply to discussion (Module 10: Effective Communication and Training in Implementing a

Performance Management System)
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The function of a communication plan within systems of performance management
COLLAPSE

Design and application of performance management systems depend much on a
communication strategy. Clear communication guarantees that staff members grasp the
goals, methods, and advantages of performance management, claims Aguinis
(2023). Performance systems run the danger of being perceived as compliance tools
rather than instruments for development without it. A well-organized communication
strategy fosters openness, helps management and staff to have expectations in line and
develop trust (Pulakos, 2004).
I would employ a multiphase method in designing a communication strategy. First, I
would make clear the goals and aim of the system so as to match the organizational
strategy. Second, I would involve important players—especially team leaders and
managers—as champions of communication. Third, I would regularly and consistently
convey throughout the year using several channels—e.g., email, intranet, video messages,
live Q&As. At last, I would design feedback loops to inspire staff members to raise
inquiries and voice issues. Emphasizing continuous, two-way communication, this
strategy reflects Pulakos’ ( 2004) road map.
Factors and Training Affecting the Quality of Performance Data
Fair and wise decision-making depends on the quality of performance data. Various
elements affect it:
As Varma, Budhwar, and DeNisi (2008) point out, without appropriate training, raters
may be prone to common biases such leniency, halo effect, or recency bias.
When expectations are unclear or mismatched, both raters and rate-of- performance may
misinterpret performance targets.
3. Frequency of feedback: Aguinis (2023) advise that rather than only yearly,
performance conversations should be constant and developing.
4. Reference sources: data To reduce subjectivity, high-quality systems sometimes
feature several raters—that is, 360-degree feedback.

In my line of work, I came across a bad incident with inadequate performance data. One
year-end review I once got as a project coordinator came from a supervisor who hadn’t
personally interacted with me for the most of the year. The comments were general and
did not fairly represent the real projects I oversaw. The review felt distant and
demoralizing as there was no regular feedback and no involvement from colleagues or
clients. This experience fits Aguinis’ (2023) observation that badly collected or used
performance data erodes system confidence.
Organizations should support documenting of employee actions all year long and make
rater training investments to help avoid such problems (Pulakos, 2004). Furthermore
improving data accuracy is matching reviews with project benchmarks and including
client or peer comments.
All things considered, a strong communication strategy fosters openness and trust,
therefore laying the basis for a good performance management system. Furthermore
closely related to rater training, consistent communication, and system architecture are
performance data quality. Making sure these elements are in place improves fairness,
participation, and finally performance results.

References
Aguinis, H. (2023). Performance management (5th ed.). Chicago Business Press.
Pulakos, E. D. (2004). Performance management: A roadmap for developing,
implementing and evaluating performance management systems (pp. 1–42).
SHRM Foundation.

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Varma, A., Budhwar, P. S., & DeNisi, A. S. (2008). Performance management
systems. Routledge.

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