Performance management is an area of execution, which benefits may not be obvious at the project planning stage. Nevertheless, it potentially may bring rapid and high-quality project development. One of the incentives to increase productivity is competent communication skills. Before the team gets to work, a successful communication plan must be developed, which will be recognized and lead to increased efficiency (Aguinis, 2019). In order to establish communication, all team members need to evolve strong working relationships among themselves, provide easy access to information and timely feedback, as well as encourage successes and achievements.
Establishing friendly and trusting relationships with each team member is one of the behavioral indicators necessary to increase efficiency. This connection implies that team members feel more motivated if they see support from other project participants, realize their value, and do not separate themselves from the team. Competence is developing if the team does not cope well with communication skills, ignoring the team’s general emotional background and atmosphere. Competence meets expectations if, in general, it can be established that team members find a common language on generic issues and can turn to each other for help. Competence exceeds expectations if all participants feel supported, realize their value, and do not separate themselves from the team.
Feedback and coaching are also behavioral indicators that significantly contribute to performance management. Feedback has become the preferred tool to help people, especially those who perform managerial functions in teamwork and improve productivity by collecting information about their work from different groups (Aguinis, 2019). Working with high results implies regular in-depth discussion of the successes and failures of all team members over the past period of work. Competence can be called developing if the team does not hold regular meetings to exchange new information on the project and not share their opinions on each other’s work. Competence meets expectations if such conversations are conducted, even when the atmosphere is heated, and the discussion is focused mainly on each other’s failures and mistakes. Competence exceeds expectations if errors are analyzed at meetings, and ways to solve a problem in the future are sought in a calm and constructive tone.
The praise of team members and the ability to appreciate the work is another behavioral indicator. The communicative tasks of performance management, to a greater extent, consist precisely of providing all members with a comfortable emotional atmosphere. Having a clear motivation, people will perform a job or task as best as possible so that it can give maximum results of work (Elvie, 2019). Competence is considered developing if project participants rarely praise each other and focus only on mistakes and failures. Competence meets expectations if people honor each other, even if they do it in a private setting. Competencies exceed expectations when recognition of merit occurs frequently and in a public setting.
From all of the above, communication is the most important part of implementing a new or improved performance management process. An ideal performance management system cannot neglect communication in any form. Uncertainty about the benefits of communication and establishing contact can significantly reduce productivity and keep the work results at the bottom for a long time since the solution to this problem will remain unobvious. The three points described in the paper are just some examples of the development of communicative competence within the project.
References
Aguinis, H. (2019). Performance Management. Chicago Business Press.
Elvie, M. (2019). The influence of organizational culture, compensation and interpersonal communication in employee performance through work motivation as mediation. International Review of Management and Marketing, 9(5), 133.