Table of contentsCurrent view of performance managementFactors impacting organizations todayImplication of these factors on performance managementResearch on influence and its impact on performance performance managementEmerging trends in performance managementConclusionPerformance management (PM) aims to maintain, monitor and improve employee performance in accordance with an organization's objectives. Organizations today face a major challenge in a constantly changing world: defining, stimulating and managing employee performance. French, concludes that companies must rethink their performance management frameworks to survive, let alone grow, in today's competitive business environment. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essayThis essay will address the future of performance management by examining the current view of performance management, the factors impacting organizational decisions, the implication of these dynamics for performance management and performance organizations. research that shapes the performance management of the future. Emerging trends in performance management practices will be discussed and the conclusion will be whether a new approach is needed or whether a fundamental overhaul is required. Current View of Performance Management Managers and staff in recent years view performance management as demotivating, excessively subjective and unnecessary. Performance management regimes do not have much effect on employee performance, but go a long way to weakening it, as employees struggle to manage ratings and struggle to make sense of performance feedback . Over the past fifteen years, many organizations have evolved and, most notably, the recent outbreak of the COVID-19 pandemic has made performance management practices increasingly egregious. Employees of public sector organizations such as Wolverhampton City Council are taking on greater responsibilities in their interactions with businesses on a daily basis. partners and customers in a way that performance management in the industrial age could not identify. According to Ewenstein et al., these performance management strategies are outdated, but the majority of organizations still adopt generating employee scores and using them as a compensation decision-making tool. Public sector organizations are unable to grow and serve service users perfectly because performance management practices are more bureaucratic, rigid and inflexible. Current performance management practices deliver exceptional value. 71% of employees agree that their organization's approach to performance management needs to be rebooted. The question is what is wrong with these practices and how to change them. For example, imagine an organization like (WCC) where managers and employees are motivated when it comes to measuring performance. Some of the factors impacting performance management, as suggested, are: the macroeconomic environment; advancement. For example, the global COVID-19 pandemic has forced employees and managers to work in globally dispersed teams; this change in working patterns automatically poses a challenge. The competitive nature of today's business environment has pushed organizations to constantly innovate to survive or grow. Foraccess the right talent, continuous changes and amendments must be made: Pace; Collaboration; Workforce. The last three focus on the workforce and processes within the organization. The pace at which demands must be met today is a far cry from the industrial era, and collaboration between different organizations is far greater than ever before. The type of workforce today is fundamentally different from when performance management was introduced in the industrial age. Melnyk et al. suggest that employees are motivated by a sense of fulfillment and engagement; Millennials are always looking for more coaching and feedback to have a greater impact.Implication of these factors on performance managementGoal settingLatham and Locke concluded that people who set specific and difficult goals performed better than those who set themselves easy and general objectives. Locke proposed five basic principles for goal setting: clarity, commitment, challenge, feedback, and task complexity. It can be inferred from this work that there should be a thorough review of organizational goal setting and how they align with these employee core principles. Traditional annual goal setting and review simply does not align with modern service delivery. Setting goals individually with employees may not be appropriate when they are collaborating on goals together. Source of Feedback Managers have usually been the source of feedback to employees, in an environment where employees are geographically dispersed, the manager in this case may not be the reliable manager. source of feedback. In more technical roles such as engineering, peers may have a better sense of their colleagues' skills and abilities than managers. Modell advocates for organizations to consider feedback from other sources. The traditional performance management process has not handled feedback from multiple sources well. Feedback Frequency The traditional process of providing feedback every year does not help with the retention and motivation of high-performing employees. Bottling feedback until the end of the year means vital information to ensure progress and successful delivery of services will be lost. Moving from periodic review to continuous feedback will help the organization have a greater impact on performance. Language and LabelingEwenstein et al., argued that employees do not want their performance managed by anyone, the term performance management is not fit for purpose in the modern world. provision of day services. Organizations need to evaluate this term, what it means, and its impact on employees. The process of labeling employees through an appraisal process will mean that those not in the highest category will lose interest in the system.Influential research and its impact on performance managementNeuroscienceDuring Over the past decade, neuroscience has contributed to the understanding of how to motivate and manage employees. . Dr. David Rock's research on the brain and performance management concludes that the brain calculates whether it is in a state of threat or reward. Many elements of today's performance management create a state of threat that closes the brain's creativity center to new information. This implies that employees lack information