The phrase ”employees quit leaders not organization” is quite popular among HR professionals and it is not just an assumption. In 2005, Leigh Branham identified this issue by surveying 20,000 employees: leadership has a significant impact on staff retention.
Leaders not only influence how much time an employee spends in the organization, but also how well the individual performs. The human capital is a critical resource for an organization and can be transformed into a valuable competitive advantage. But how can leaders ensure that employees will perform at their best?
How much do you care for the people you work with? For the majority of us, work is all about executing individual tasks and sticking to our own cubicle. We like our daily routine, because it is familiar to us, but little do we want to know about what happens in other cubicles on the same floor. However, as much as we might enjoy having a quiet day at work, unchallenged activities make us poor performers. While we may not notice our own apathy and lack of involvement, people around us may well do so.
Achieving predefined targets within the organization frequently relies on indirect influential factors which can act as an enhancing element or as an impediment in the performance management process. One such factor is represented by having an organized workplace, which is based on five main principles that are to be implemented and further followed.
Communication can lead to employee performance when is successful or it can put distance between performance and employees. Bidirectional horizontal and vertical communication is the display of a transparent work, when conducted effectively. Ineffective communication creates a vicious circle that requires serious efforts in order to be fixed.
In Performance Management, the performance review meeting, as conceptualized by Robert Bacal in his book “A Briefcase Book”, is seen as a process in which the manager and the employee encounter in order to work together and discuss performance matters, such as the degree to which the employee has attained his or her goals.
