Performance management makes Just in Time Management possible because it forces managers to focus on the processes they use and understand the timing of those processes. Performance management is not the tool for managers who cannot lead, for organizations that do not wish to invest in their employees, or for anyone not interested in the quality of the work and service they provide. Performance management requires managers to manage people and work processes. Performance management requires the organization to invest in its employees by properly training them, treating them fairly by recognizing the limitations imposed upon them by the work processes, and by communicating with them to allow every worker to take ownership of their actions and pride in their work. Performance management requires workers and managers both to constantly focus on quality as the means to improve work processes and the services they offer.
Performance management is management by fact.
It is not easy, nor is it easily done. It is much easier to manage by control or fiat or to manage on the basis of belief, superstition or tradition. Yet, performance management holds many rewards for its successful use. Performance management gives program managers and decision-makers the information they need to judge the issues of customer service, efficiency and cost. It alerts managers to training needs and opens up communication between manager and worker, and between the different units of an organization.