Performance execution is the second phase of an effective performance management process. The first responsibility of a manager in the performance execution phase is to create the conditions that motivate.

The second is to eliminate performance problems. For the individual, the critical responsibility in Phase II is getting the job done—achieving the objectives. Solving people problems, however, is the unusual and infrequent occurrence. 
For the appraiser, there are two major responsibilities:

  1. Creating the conditions that motivate, and
  2. Confronting and correcting any performance problems.
    The other is to eliminate performance problems when they arise. Regular dialogue between a supervisor and an employee about work performance can have a positive impact toward improving both work performance as well as employee morale (Ritter et al., 2002). Each manager should meet with employees on an individual basis and devise a personal plan for goal achievement. Provide praise for good performance and seek feedback about how the employee can achieve her individualized goals.


Performance execution is an important stage in the performance management. Execution process converts the strategic objectives into the results. Far more common is the need to motivate people to deliver all the good efforts of which they are capable. Given the constant barrage of pep talks and posters, slogans, free advice, and exhortation on the topic of motivation, there should certainly be a couple of core principles of motivation that predictably work with every person, every time. There are many responsibilities which a manager should perform while executive the performance appraisal activity

1. Maintaining performance records:

Every manager has to keep track of how well the people in the department are doing.

2. Updating Objectives as Conditions Change:

It’s important for the manager to regularly check on the projects, goals, and objectives that he and the individual agreed on during the performance-planning meeting.

3. Conducting a Midterm Review:

While ongoing, informal feedback is essential for effective job     performance, a more formal mid-cycle review is a powerful technique for ensuring that people’s     performance stays on track

4. Providing Feedback and Coaching for Success:

Providing routine and ongoing feedback is    one of the characteristics of an effective manager. Managers make a practice of consistently letting people know just what they are looking for and how their performance measures up. Peter McLaughlin (2007) declared “…feedback conversations are essential. They force you to face reality, confront the problems that are causing your team to underperform, and rise out of the swampland to a higher level of productivity – and a more enjoyable work environment.”

5. Providing Developmental Experiences and Opportunities:

Managers can accelerate the development of their people by making sure that they are intentionally presented with situations that will help them to learn and to grow.

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