Worker and Workplace Trends

1 Worker and Workplace Trends Several factors affect the performance management of organizations. Most firms blend their work features with their corporate goals and the workforce's characteristics (Smither & London, 2009). The resources that a company has access to, including labor, their historical performance, and its employees' cultures, also affect its performance management. The trends in worker and workplace that affect the performance management for most organizations include the changing supervisory relationships between employees and supervisors and geographically dispersed teams (Smither & London, 2009). The latter has facilitated managers and supervisors to supervise their workforce remotely without necessarily availing themselves at the workplace.

The trend enables a firm to conduct performance management through technology, rather than the traditional face-to-face supervision. This trend is likely to advance performance management in the future since technology continues to grow and will enable better, more efficient remote surveillance. For example, supervisors can monitor their workforce through CCTV cameras.

Most organizations will advance to watching their workers using micro-cameras that most employees may not notice in the future.

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The changing supervisory relationships is a trend in performance management where workers work without their supervisors' presence; hence, they make most decisions individually.

Also, there is little command towards workers under this trend, indicating that collegial relationship is more prevalent between employees and supervisors. The movement negatively affects performance management since there is no proper employee evaluation and compensation. As Collins, Hislop, and Cartwright (2016) note, a formal relationship between supervisors and workers facilitate job satisfaction and commitment. Also, the workers may experience a challenge in setting workplace goals and solving problems. In the future, this trend may reduce workers’ productivity since they would feel unrecognized for their hard work. Also, the breakdown of work processes may result from self-decision making may deviate from the organizational goals. For instance, management may stop production if it realizes that the workers' results are inconsistent based on self-goal setting and decision making.

References Collins, A. M., Hislop, D., & Cartwright, S. (2016). Social support in the workplace between teleworkers, office‐based colleagues and supervisors. New Technology, Work and Employment, 31(2), 161-175. https://onlinelibrary.wiley.com/doi/full/10.1111/ntwe.12065 Smither, J. & London, M. (2009). Performance Management: Putting Research into Action. San Francisco: Jossey-Bass.