Building better employee performance is an ongoing challenge for most organizations. The sad truth is that when employees fail to perform, more often than not, management is partly responsible. In fact, there are a number of management shortcomings that might be at the root of performance problems. And unless management is doing its job, employees will have difficulty performing up to par.

Part of management’s task is to first examine the expectations it has for its employees’ performances and re-examine how such expectations are derived. If goals have been established without the employees’ involvement, then you’ve found the starting point for starting over.

Participation and empowerment

Setting clear expectations for employees is an empty practice if it’s done without their input and ultimate buy-in. Organizations often make the mistake of developing the goals for its workforce, then passing them down the line of command.

Better performance begins with greater involvement. When employees are given the opportunity to collaborate on performance expectations, they are more likely to embrace them. In the process, people will cultivate a stronger commitment to the organization’s expectations when allowed to contribute to their initial design.

Such involvement also reinforces clarity in accomplishing performance goals. Because employees helped to establish the goals, they intuitively recognize when objectives aren’t being met, and can immediately take corrective actions.

Performance goals should always be challenging but never out of reach, and management should strive to help employees believe in their own potential and abilities. By combining realistically high expectations with ongoing encouragement, managers can create a formula for outstanding performance achievement.

Next to employee involvement, the most important work management can do to ensure improved performance is to remove obstacles and provide the proper support. An organization must hold up its end of the performance bargain by providing adequate training, giving appropriate and constant feedback, and supplying the necessary tools and equipment. If workers are at risk or failing, management should make certain that all the right measures are securely in place to help employees succeed.

In the end, managers who view their primary jobs as shaping the work environment so employees are freed up to perform can drive progress faster than those who are far too focused on individual actions and projects.

Motivation and influence

Motivating employees to reach performance goals is critical both to their success and to the overall success of the organization. To encourage the right behaviors, managers must take the time to discover what each worker considers to be important incentives. Such positive reinforcements will vary with each employee’s personal interests and desires. Assessment and coaching tools can help determine what drives individuals and provide a platform for ideas that can keep them engaged.

One thing is for certain, whether applying positive reinforcement strategies or enforcing reprisals, action must be always be consistent and fair or even the best workers will become disengaged, thus undermining the group’s productivity.

It’s also important to give employees reasons to care, and once again place them in the position to do the best possible job. Find their strengths, nurture their talents, and work together to define their development. When employees feel praised, developed, and valued, they’ll make greater performance contributions and sustain a higher stake in the organization’s success.