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Supervisor Support and Performance Management System Success

  

Supervisor Support and Performance Management System Success

Dr.Umut KÖKSAL

                                                                                           

 

In this article, I will try to summarize the effect and importance of Supervisor Support on the Success of Performance Management process.

As a process, performance management has its own strengths and at the same obstacles. In my words, HR Department has to foster it's art while designing the performance management system for the company.

In terms of my experience in this field-more than 15 years, both at the local and the global platform-I can definitely argue that one of the critical factors that underline the future of performance management system in an organization is supervisor support.

Supervisor support may be explained in terms of the positive consequences of social support. When we talk about social support, this also may mean that we talk about organizational support, coworker support and of course supervisor support.

Social support can be defined as the tool, mechanism that brings help to relationship management of supervisor and coworker.

 In terms of supervisor support, it has been stated that supervisors need to assist their subordinates in a positive way, Show understanding and behave friendly(1).

Supervisor support is a perception and trust is it's foundation. It is a common view of employees concerning the extent that their contributions are valued by their supervisors and cared about their well-being,interest and welfare by their supervisors(2).

In a jungle called'' company'', relationships and perceptions are crucial to survive. Relations built on trust,perceived supervisor support may also help improving the quality and frequency of performance management system.

Supervisors are the representatives of the organization and they have responsibility to direct and evaluate performance of their subordinates, employees would view their supervisor's encouraging or critical orientation as indicate of the organization's support(3).

Performance management system job  is not done when you write the procedure, define and determine the competencies and KPI's. There is a load waiting for you and this load is to provide and foster ‘'supervisory support'' through this system.

Success of the performance management begins and ends with supervisors. Without their care, their respect,their concentration, no success, but failure.

Supervisory support is needed and this has to be perceived by the subordinates.

Above their daily operational job descriptions, it's supervisors responsibility to give great importance to performance appraisal, feed-back and subordinate development process.

Being a manager and being a technician are two different things, issues and in my opinion, showing support to subordinates separates ‘'real managers'' from ‘'others''.

Mostly, HR Departments spend great time on the implementation and the technical side of performance management system projects. But whatever effort and skill you show, it's again communication, communication and communication…. But real and efficient communication….

As a practice and as a process, performance management is a holistic and integrated process. In this process, the essence is to socialize employees and bring them to the table….. The table of trust,the table of shared vision,shared mission and shared goals.

Supervisor support  is a glue and this glue attaches employee the performance management in terms of belief of it's value and benefit to him/herself.

In terms of my observations and project experiences, perceived supervisor support is the key for performance management system's success. This success also depends on subordinate's acceptance of the system.

Without this acceptance and  psychological approval, performance management system practice can not be part of company's future for a long time.

 

 

References

  1. Luthans, F. (2002). ‘The need for and meaning of positive organizational behavior'. Journal of Organizational Behavior. 6, 695-706.
  2. Kottke, J.L., &Sahrainski, C. (1988). Measurement perceived supervisor support and organizational support. Educational and Psychology Measurement, 48, 1075-1079.  
  3. Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986).Perceived organizational support.Journal of Applied Psychology, 71, 500– 507

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