Evaluation of the Effects of a Performance Management Deployment

An SPR Center client was deploying a new performance management system through formal training workshops and supervisory follow-up. The client was concerned about the effects of this deployment on employee/supervisor communications and employees' perceptions of the tie-in between organizational objectives and their own skills, work, and performance.

Using SPR Center's Management Initiative Cluster Analysis, recent employee survey item responses and performance management deployment data were analyzed to identify performance management deployment effects.

Analysis results, summarized in the chart to the right, clearly found that employee opinion on the measures of perceived links between one's work and organization objectives varied based on the implementation group in which an employee belonged. Briefly, the findings show:

• Those employees in the group that had received formal training and had thorough follow-up from their supervisors reported the strongest levels of communication with their supervisors and links between their skills, their work and the organization's objectives.
• The group that received no formal training but whose supervisors engaged in thorough follow-up regarding setting performance objectives showed results almost as favorable as the first group.
• Those employees who had received formal training but no supervisory follow-up reported the least favorable scores on their supervisory communications and links to organizational objectives.

The conclusion is that raising employee expectations in the performance management area through formal training resulted in unfavorable reactions in other areas if the supervisor failed to follow through. Therefore, if your organization is to implement a formal performance evaluation program it is critical that you ensure supervisors are "on-board" with and understand the program and follow through in their responsibilities.