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Question: Discuss about thePerformance Management for Managerial and Behavioral. Answer: Introduction The performance management of the employees helps in implementing initiatives and managing the development of the workforce based on different strategies adopted by the organization. These activities have been undertaken by the upper management that is present within the organization, which helps in measuring the effectiveness of the employees that are present in the company. The management takes in to considerations the factors such as appraisals that helps them in understanding the performance of the employees and provides appropriate training and development to the. The main aim of performance management is that it helps the organization in achieving the long-term goals and objectives that have been formulated by the organization. This process helps in aligning the employees towards the goals and objectives of the organization so that they can perform in a better manner (Buckingham and Goodall 2015). The training that is provided to the employees for managing the performance of the employees helps in assessing and coaching the employees so that their effectiveness within the organization can be improved. This helps in increasing the level of competency of the managers, as the training process of the employees helps them in performing at a better rate at different stages within the organization (DeNisi and Smith 2014). Claim of the authors The authors Haines and Onge (2012) are of the view that the feedback of the employees in managing their performance in a better manner, as it helps in reviewing the employees. The feedback needs to be provided by the subordinates and the peer groups along with the superiors to the management so that the performance of the employees can be judged in an appropriate manner. The authors are also of the view that recognition of the employees helps in reinforcing the capacity to alter the behavior of the employees so that they can improve their performance within the organization. Rewards act as an important tool for motivation where some certain behaviors of the employees are considered as positive that helps them in earning rewards, while the behaviors that may prove detrimental for the organization are eliminated by the management. The identification of the behaviors will help the management in providing better training to the employees so that they can improve their performance within the organization in an efficient manner. The culture that exists within the organization is directly related to the management of the performance of the employees, as the focus is mainly oriented towards the people. The relationship among the employees helps in fostering better growth in between the leaders and the subordinates within the organization. It helps the organization in successfully developing the quality of the relationship between the leader and the employees. This helps in managing the performance of the employees in an effective manner. The analysis at the organizational level helps in establishing the relationship between the management and the employees in a better manner, which helps in improving the relationships between them (De Waal 2013). The authors Biron, Farndale and Paauwe (2011) are of the view that performance management acts as a tactical and strategical tool within the organization. The strategic goals are designed in a way that helps the upper management in achieving the objectives of the business organization. The goals of the employees need to be linked with the goals of the organization so that performance management can help in improving the process of work of the employees in a consistent manner. The employees need to have a clear understanding about the goals of the organization so that they can exhibit the behaviors, which will help in contributing potentially towards the goals of the organization. The authors have also opined that the tactical goals will help in designing the informations that are related to the decisions of the HR. The decisions of the HR may include the adjustments in the salary along with the promotions that the capable employees need. The recruitment, retention and the termination of the employees are all decided by the human resources department. This department needs to spread awareness among the employees up on which the rewards are based, so that the employees can understand it and work towards it for achieving the rewards. This helps the managers in providing better coaching techniques to the employees based on the strengths and weaknesses, which may improve or damage the level of productivity of the employees. Advantages and disadvantages The advantages of the performance management is that it helps in ensuring that the employees can understand the objectives and goals of the organization and can contribute in a better way towards achieving it. It has a positive impact on the loyalty of the employees and the satisfaction that they get from the job that is being carried out within the organization. It is done by providing better feedbacks about the job to the employees by the management, which helps in establishing a better linkage between the compensation that they receive with respect to the performance of the employees within the organization. The employees also have an opportunity to maximize their growth within the organization (Mone and London 2014). The advantage that the organization receives is that it helps them in retaining the employees, which helps in building up of the loyalty among the employees. The employees become more productive within the organization, which helps in reducing the communication barriers that the organization may have. The benefit of the managers is that it helps them in saving time, as the conflicts among the employees are decreased to a great extent. It also helps in ensuring consistency and efficiency of the employees based on their performances. The employees also get benefitted, as it provides them with the opportunity of assessing themselves, which helps in improving their performance within the organization. The employees are also able to choose a better path in their carrier, which will lead to satisfaction with respect to the job (Reiche, Mendenhall and Stahl 2016). However, there are certain disadvantages as well such as the employees may be ready to quit their job based on the results. It is seen that if the process of rating the performance is not fair, it may lead to the quitting of the organization by the employees. The employees may not withdraw from the organization in a physical way but in a psychological manner they can minimize their efforts within the organization. If the information that is provided to the employees is misleading and false, then it might lead to the degradation of the performance of the employees. This will also result in the lowering of the self esteem of the employees, which may result in a negative contribution towards the organization by the employees (Mone and London 2014)). Another disadvantage for the organization is that it results in loss of money and a lot of time while trying to evaluate the performance if the rating system of the employees is designed in a poor state. This will lead to the unethical methods of reviewing the employee performance, which may lead to dissatisfaction of the job by the employees within the organization (Reiche, Mendenhall and Stahl 2016). Approaches used The approaches that are taken by the authors Biron, Farndale and Paauwe is that they observed 16 organizations and collected the responses of 153 HR personnel along with 95 non-HR personnel. The 16 organizations are based in more than 19 countries, which helped the authors in conducting the research. The findings after studying the organizations was that the extent to which the upper management of the organizations were involved in managing the performance of the employees. It can be derived that the involvement of the upper management is present in some aspects when the performance is reviewed of the employees. The issues of the employees can be identified in a better way by the managers, as they spend most of their time with them, which can be communicated to the senior management in a better way. This allows the senior management in the decision-making process with respect to the employee performance. The method that has been used by Haines and Onge is that they distributed the questionnaire in different organizations and the responses have been collected from more than 200 employees that are based in Quebec, Canada. The interview was conducted over the phone, as it was impossible in interviewing the employees of the organizations. The analysis of the responses suggested that there is a positive and strong relationship between the effectiveness of the employees and the training that they receive within the organization, which helps them in increasing their level of performance. The regression analysis that was conducted by the authors showed that the effectiveness of the performance management and the multisource feedback within the organization does not have any significance between them. Conclusion Therefore, it can be concluded that the authors of both of the journal articles have taken up different point of views, which has helped in understanding the performance management in a better manner. It can be seen that the organization plays important role in reviewing the performance of the employees so that they get motivated and increase their level of productivity within the organization. The organization needs to have a fair system of reviewing the employees so that the can be communicated with the shortcomings, which will help in exhibiting different attitudes and behavior, which may improve the performance of the employees. Reference List Biron, M., Farndale, E. and Paauwe, J., 2011. Performance management effectiveness: lessons from world-leading firms.The International Journal of Human Resource Management,22(06), pp.1294-1311. Buckingham, M. and Goodall, A., 2015. Reinventing performance management.Harvard Business Review,93(4), pp.40-50. De Waal, A., 2013.Strategic Performance Management: A managerial and behavioral approach. Palgrave Macmillan. DeNisi, A. and Smith, C.E., 2014. Performance appraisal, performance management, and firm-level performance: a review, a proposed model, and new directions for future research.Academy of Management Annals,8(1), pp.127-179. Haines III, V.Y. and St-Onge, S., 2012. Performance management effectiveness: practices or context?.The International Journal of Human Resource Management,23(6), pp.1158-1175. Mone, E.M. and London, M., 2014.Employee engagement through effective performance management: A practical guide for managers. Routledge. Reiche, B.S., Mendenhall, M.E. and Stahl, G.K. eds., 2016.Readings and cases in international human resource management. Taylor Francis.