The employee and the supervisor both have important roles during the performance execution phase. Please list and explain each party's responsibilities in this phase of the performance management process

What will be an ideal response?

During the performance execution phase, these are the employee's
responsibilities:
A . Commitment to goal achievement. The employee must be committed to the goals that were set. One way to enhance commitment is to allow the employee to be an active participant in the process of setting the goals.
B. Ongoing performance feedback and coaching. The employee should not wait until the review cycle is over to solicit performance feedback. Also, the employee should not wait until a serious problem develops to ask for coaching. The employee needs to take a proactive role in soliciting performance feedback and coaching from his or her supervisor.
C. Communication with supervisor. Supervisors are busy with multiple obligations. The burden is on the employee to communicate openly and regularly with the supervisor.
D. Collecting and sharing performance data. The employee should provide the supervisor with regular updates on the employee's progress toward goal achievement both in terms of behaviors and results.
E. Preparing for performance reviews. The employee should not wait until the end of the review cycle approaches to prepare for the review. On the contrary, the employee should engage in an ongoing and realistic self-appraisal so that corrective actions can be taken if necessary. The usefulness of the self- appraisal process can be enhanced by gathering informal performance information from peers and customers (both internal and external).

During the performance execution phase, these are supervisor's responsibilities:
A . Observation and documentation. Supervisors must observe and document performance on a daily basis. It is important to keep track of examples of both good and poor performance.
B. Updates. As the organization's goals may change, it is important to update and revise initial objectives, standards, and key accountabilities (in the case of results) and competency areas (in the case of behaviors).
C. Feedback. Feedback on progression toward goals and coaching to improve performance should be provided on a regular basis and certainly before the review cycle is over.
D. Resources. Supervisors should provide employees with resources and opportunities to participate in developmental activities. Thus, supervisors should encourage (and sponsor) participation in training, classes, and special assignments.
E. Reinforcement. Supervisors must let employees know that the employees' outstanding performance is noticed by reinforcing effective behaviors and progress toward goals. Also, supervisors should provide feedback regarding negative performance and how to remedy the observed problem. So, observation and communication are not sufficient. Performance problems must be diagnosed early on and appropriate steps taken as soon as the problem is discovered.