Performance Based Management

Performance Based Management

Although we do not know clearly in the early period of humanity (hunter and gatherer), the assumption that the best hunter is the best runner or the strongest has a good chance of survival, and it must be very strong. We actually seek good or strong performance in almost everything outside of human beings. Performance is the concept that constantly pushes us forward or to find the best that does our job. After experiencing the industrial revolution, human beings started to make various methods and analyzes in order to measure performance and make the good better. While performance measurement on non-human assets is more objective, performance measurement on humans is just as subjective. This has caused the efficiency obtained from the performance of the materials to be much higher than the efficiency obtained from humans. As individuals, when demanding something for ourselves, we often prefer the best, but when it comes to someone else, we automatically tend to lower value. While demanding the best for ourselves as a company owner or manager, we are very stingy when it comes to our employees. For this reason, we do not make the most of our employees. We prevent them from sincerely embracing our company. This obstruction undermines the creativity of the employee and causes the person or people around the same person to decrease the morale and motivation and to deteriorate the social environment of the institution. On the contrary, it is seen that the creativity of the people reaches the maximum level, the efficiency of the institution is at its peak and the corporate culture is formed in places where performance-based production or management is done with the right. Employees own the company or organization and act as if it is their own business. As the fair management continues, this situation becomes riveted and the turnover rate in the company decreases to a minimum. Employees try to do even jobs that are not required of them and add value to the organization. Since most of the performance systems made today are made according to subjective criteria, results are obtained according to the feelings and thoughts of the boss or the manager, and this situation causes things to derail rather than set things right. Especially in the eastern culture, the idea that granting more rights to the other person or granting privileges is a sign of weakness. For this reason, the powerful boss or manager adopts the position of or distancing himself more from those who criticize the opponents, but criticize them, rather than befriend them.

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