Tool

Staff performance and satisfaction monitoring

Periodic, structured and planned monitoring of staff performance and satisfaction.

DESCRIPTION

Monitoring of employee performance and satisfaction is a periodic, structured and planned activity where the manager and the employee together compare the employee performance against the agreed performance objectives. This can and should include the co-worker’s compliance with integrity management.1,2

PURPOSE & LINK TO INTEGRITY

Staff performance and satisfaction monitoring allows organisations to recognise and reinforce good performance and to identify and improve unsatisfactory performance.

This doesn’t only bring out the best in the staff and improve the quality of the service but also facilitates the promotion and retention of good and honest staff. Furthermore, it creates a culture of responsibility.3,4,5 A fair and transparent monitoring is part of a satisfactory employment environment.

Performance and satisfaction monitoring can greatly increase water sector organisations´ integrity in two ways. Firstly, it can support organisations in identifying staff members who do not comply with the set integrity goals. Secondly, performance monitoring can reduce dishonest behaviour as employees are aware that the management watches over them, takes them seriously, and values good performance.

KEY REQUIREMENTS

  • Does your organisational structure include clear reporting lines?
  • Do individual staff members’ goals comply with overarching organisational goals?

HOW TO

Water sector organizations should implement performance and satisfaction monitoring that includes the following steps:1,2,6,7

  1. Agreeing on performance indicators with the staff
  2. Consistently supervising and evaluating the employee’s performance based on their own feedback, others’ feedback (e.g. of co-workers or customers), observations and the consultation of sales reports, deadlines met, error and accuracy reports, time sheets, work records, etc.
  3. Providing accurate, objective and balanced feedback in monthly or annual progress reviews to show the employees that their work is considered important and that their contribution to the business is valued
  4. Giving positive suggestions to strengthen the performance
  5. Using the best staff member as a model for current and future employees in order to validate the expectations and prove that the expectations are realistic and reasonable.
  6. Rewarding employees in order to make them feel appreciated and valued which in turn increases their motivation to keep up the level of performance

Factors that could influence staff performance: and that would therefore be suitable for monitoring, include:8,9,10,11

  • Organisational structure
  • Work environment and living conditions
  • Work-life balance
  • Non-material incentives
  • Rewards
  • Management style
  • Level of motivation
  • Workload and stress
  • Workplace security
  • Training and support
  • Availability of resources and skills
  • Recruitment, selection and orientation of staff
  • Awareness of career opportunities
  • Transparent expectations
  • Supervisor feedback
  • Conflict resolution through supervision
  • Salary

KEY GUIDING DOCUMENTS

Henshaw, J., 2011, Performance Objectives Now. Why Monitor Employee Performance? The Purpose of Monitoring Employee Performance Against Objectives, Performance Objective Now, http://www.performanceobjectivesnow.com/blog/why-monitor-performance/ , accessed 28.10.2015

Laurel, D., 2009, How to Monitor Employee Performance, Ezine Articles, http://EzineArticles.com/4048028 , accessed 28.10.2015

GEM, no year, Staff performance monitoring and management. Learning outside the classroom heritage sector partnership guidance notes, Group for Education in Museums (GEM), UK

FURTHER  READINGS

Cvent, no year, Employee satisfaction, Cvent, Australia

Obino Mokaya, 2012, Effects of workplace recreation on employee performance. The case of Kenya Utalii College, International Journal of Humanities and Social Science

OPM, 2001, A handbook for measuring employee performance. Aligning employee performance plans with organizational goals, United States Office of Personnel Management (OPM), USA

Hannover Research, 2012, Assessing Faculty and Staff Satisfaction, Hannover Research, Germany

Sageer, A., Rafat, S., & Agarwal, P., 2012, Identification of Variables Affecting Employee Satisfaction, Journal of Business and Management, Canada

Joan, 2012, How to Monitor Staff Performance against Performance Objectives, 10 Minute Management Toolbox, http://www.10mmt.com/2012/performance-review/how-to-monitor-staff-performance-against-performance-objectives/, accessed 28.10.2015

FULL REFERENCES

  1. Henshaw, J., 2011, Performance Objectives Now. Why Monitor Employee Performance? The Purpose of Monitoring Employee Performance Against Objectives, Performance Objective Now, http://www.performanceobjectivesnow.com/blog/why-monitor-performance/ , accessed 28.10.2015
  2. Laurel, D., 2009, How to Monitor Employee Performance, Ezine Articles, http://EzineArticles.com/4048028 , accessed 28.10.2015
  3. DairyNZ, 2012, Monitoring performance. People smart factsheet, DairyNZ, New Zealand
  4. Ethics and Anti-Corruption Commission, no year, Annual Report of Activities and Financial Statements for the Financial Year 2010/2011 for the Kenya Anti-Corruption Commission, Ethics and Anti-Corruption Commission, Kenya
  5. GEM, no year, Staff performance monitoring and management. Learning outside the classroom heritage sector partnership guidance notes, Group for Education in Museums (GEM), UK
  6. Joan, 2012, How to Monitor Staff Performance against Performance Objectives, http://www.10mmt.com/2012/performance-review/how-to-monitor-staff-performance-against-performance-objectives/, accessed 28.10.2015
  7. Wohner, N., 2013, How to Monitor Employee Performance, eHow, http://www.ehow.com/how_5831433_monitor-employee-performance.html#ixzz2OYjbBa5Z , accessed 28.10.2015
  8. Obwaya, 2010, Effectiveness of employee performance management system at Kenya National Audit Office
  9. Sokoro, 2012, Factors that influence employee performance in Kenya wildlife service
  10. Kilel, 2012, Factors affecting performance of employees of humanitarian non-governmental organizations in Kenya. A case of World Vision-Southern Sudan Program
  11. University of Nairobi, Kenya , no year, Factors influencing performance of staff in public technical, industrial, vocational and entrepreneurship training (TIVET) institutions in Kisumu county, Kenya, University of Nairobi, Kenya, http://business.uonbi.ac.ke/node/1043 , accessed 28.10.2015
Last updated 12 April 2019

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