Performance Management
The benefits of performance appraisals for both employers and employees
Performance management has become endemic to virtually all large organizations world-wide. "An estimated 80-90 per cent of organisations in the U.S.A. And UK use appraisals, and there has been an increase from 69 per cent to 87 per cent of organisations between 1998 and 2004 using formal performance management systems" (Prowse & Prowse 2009). The benefits for performance appraisal are fairly obvious for organizations: they enable managers to give feedback to employees so employees can align their behaviors better with desired organizational objectives. They also provide a 'paper trail' in case an employee is upset about his or her treatment regarding wages and benefits. However, performance appraisals can also be beneficial from the employee's point-of-view. They can help the employee identify and remedy both positive and negative behaviors and enable him or her to enhance aspects of his or her…...
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References
Akdere, M. (2006). Quality management through human resources: An integrated approach to performance improvement. The Business Review, Cambridge, 5(2), 233-238.
Chan, C., & Wai-ming Mak. (2012). High performance human resource practices and organizational performance. Journal of Chinese Human Resources Management, 3(2),
Fesharaki, M.S.H., Fesharaki, S.H.H., & Allameh, S.M. (2012). The influence of employees' involvement in performance assessment system on employees' creativity. International Journal of Academic Research in Business and Social Sciences, 2(11), 310-320.
The most critical aspect of these systems is the ability to create a highly collaborative, communicative, trusting environment for workers (Bert, 2009). It is not the software that matters the most; it is the ability of a leader to bring lasting change into an organization and lead it to a transformational state over the long-term (Krishnan, 2004). That is the role of an excellent leader implementing these social network tools and propagating them throughout the company.
The statement that social network style tools may prove to be more effective in bringing out the performance of a boss is also predicated on how well they are aligned to the specific needs of the company, and more specifically, the employees. The focus needs to be on using these tools to increase the transparency and information velocity throughout a business if it is to be effective over the long-term. No amount of orders…...
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References
Bert, R. (2009). Driving results through social networks: How top organizations leverage networks for performance and growth. Civil Engineering, 79(6), 70.
Bernoff, J., & Li, C. (2008). Harnessing the power of the oh-so-social web. MIT Sloan Management Review, 49(3), 36-42.
Krishnan, V.R. (2004). Impact of transformational leadership on followers influence strategies. Leadership & Organization Development Journal, 25(1), 58-72.
Mead, S.P. (2001). Using social network analysis to visualize project teams. Project Management Journal, 32(4), 32-38.
Performance Analysis and Intervention at ork
An entire field of study has grown up around the issue of job performance. It is called various names, workplace engineering, quality control, human performance technology, performance technology, and performance engineering, among others. Obviously, performance only becomes an issue when there is a gap between the desired objective and the current output. There are numerous models used to analyze job performance and productive intervention methodology. One thing they all have in common is that all attempts to correct insufficient job performance must start with a complete analysis of the current job performance compared to the desired job performance. Further, in order to formulate en effective correction technique, one must thoroughly understand the problem. Only by completing a thorough analysis can one implement an effective fix.
The means of analysis vary widely. There is a multitude of literature regarding performance analysis. The first step in identifying performance…...
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Works Cited
Rosenberg, Marc. Human Performance Technology. In R. Craig (Ed.), The ASTD Training & Development Handbook (4th ed.) ( pp. 370-393). New York: McGraw- Hill, 1996.
"Types of Work Performance Problems." University of Minnesota Office of Human Resources.
Last Revised April 28, 2008. Web. 31 Jan. 2012.
Rossett, Allison. Analysis for Human Performance Technology. In H. Stolovich & E. Keeps
shares (which can only be purchased by foreign investors in foreign currencies (Cao 2000). In addition, Chinese law classifies shares by reference to the status of the shareholders: state shares, legal person shares, and individual shares. State shares are purchased with state assets by governmental departments and usually constitute fifty percent or more of all issued shares, which means that the state is a majority shareholder in most instances. Legal person shares are owned by entities such as companies and institutions -- usually other state enterprises (Cao 2000).
By contrast, individual shares are held by employees or individual investors from the general public. Only individual shares of listed companies can be traded on the stock exchanges. State shares and legal person shares, on the other hand, are nontransferable, thus ensuring that the state and its agencies retain their respective dominance. For example, in 1996, when the Shanghai-listed Beijing Light Bus…...
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References
Cao, L. (2000). 'Chinese Privatization: Between Plan and Market.' Law and Contemporary
Problems, vol. 63, no. 4, p. 13.
Dennis, C., & Harris, L. (2002). Marketing the e-Business. London: Routledge.
Lin, K-C. (2008). 'Macroeconomic Disequilibria and Enterprise Reform: Restructuring the Chinese Oil and Petrochemical Industries in the 1990s.' The China Journal, vol. 60, pp.
Performance eview
I totally agree with the statement that managers who have regular conversions with their employees will definitely know where their employees stand hence performance evaluation maybe unnecessary. Through such regular conversions, their subordinates would appreciate their essential functions in that particular organization. They will list their major responsibilities beginning with the most important one going down to the least important. Through the conversation the manager will gauge whether an employee understands the job duties and responsibilities; whether they posses sufficient skills and knowledge required to perform given responsibilities effectively; whether they understand and promote that particular organization's mission and values; and whether they are making some deliberate effort to stay abreast with new developments. With regard to organizational skills, the interaction between an organization's management and their employees will make the management be in a position to gauge the employees' ability to prioritize workload and manage information flow. The…...
March 2008).
In the presentational approach information is not intended to play a role in the decision making and does not do so (OECD. March 2008). The performance-informed approach utilizes information however, the information does not determine the amount of resources allocated and does not have a predefined weight in the decisions (OECD. March 2008). Lastly, direct performance involves allocating resources based on results achieved (OECD. March 2008). Clearly the direct performance approach provides the greatest utility for determining future funding levels yet, according to the United States Government Accountability Office (GAO), performance budgeting is used to identify potential impacts of a proposed policy change, make policy decisions that reduce cost while maintaining effectiveness, and make changes to improve program effectiveness. However, when determining funding levels and defining desired levels of service relative to funding, legislators currently rely on workload and output measures. (OECD. March 2008)
A fundamental attribute of performance…...
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"Performance-driven budgeting is the process by which states use appropriate performance metrics to decide where and how they should spend their money to achieve desired results" (the Pew Center. N.D.). The trend in governmental policy making has been toward a comprehensive approach which utilizes informational metrics and incorporates the data "into the budget documents, but simply including information on performance in budget documents is a long way from performance budgeting" (OECD. March 2008). Of the advantages of performance budgeting is its flexibility of incorporation into budgetary considerations. In analyzing the use of performance budgeting, the Organization for Economic Co-Operation and Development emphasized three approaches which "link funds allocated to measureable results: presentational, performance informed, and direct performance" (OECD. March 2008).
In the presentational approach "information is not intended to play a role in the decision making and does not do so" (OECD. March 2008). The performance-informed approach utilizes information however, the information "does not determine the amount of resources allocated and does not have a predefined weight in the decisions" (OECD. March 2008). Lastly, direct performance "involves allocating resources based on results achieved" (OECD. March 2008). Clearly the direct performance approach provides the greatest utility for determining future funding levels yet, according to the United States Government Accountability Office (GAO), performance budgeting is used to identify potential impacts of a proposed policy change, make policy decisions that reduce cost while maintaining effectiveness, and make changes to improve program effectiveness. However, when determining funding levels and defining desired levels of service relative to funding, legislators currently rely on workload and output measures. (OECD. March 2008)
A fundamental attribute of performance budgeting is the manner in which it is used to achieve a desired result. The GAO study which analyzed the states of: Arizona, Washington, Maryland, Virginia, and Texas "found that performance information has influenced legislative budget deliberations" (U.S. GAO. February 2005). The extent to which policy is impacted by performance information is correlated with the desire of legislators to achieve substantive change. As an example it is important to consider the effect and efficacy of performance budgeting on funding levels. As the OECD policy brief articulates "it is a very tall order to expect agencies to provide objective information if it will be used to cut back their programs" (OECD. March 2008). The performance budget provides an opportunity to streamline operations and promote efficiency yet, the obverse pitfall is that
Performance Improvement Analysis
Coaching is a skill, which people who manage or teach others realize the best and possible potential. There is a growing need for people to better their skills. This need is subject to grow in the future business world. Coaching can be defined as a tool, which managers can use in various different situations such as delegating, planning, and problem solving. Coaching provides the manager with a different perspective of persons. This is a more optimistic way than people are accustomed to doing. Not all managers can be great coaches from the start of their career. Just like any other new skill, it will take time and practice before it flows in a natural manner. Coaching appears to be simple for a few managers while for some it is not. However, the manager finds his own strategy to succeed as a coach to his followers with due practice.…...
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References
Houldsworth, E., & Jirasinghe, D. (2010). Managing and measuring employee performance. London [u.a.: Kogan Page.
Raguenaud, V. (2009). Bilingual by choice: Raising kids in two (or more!) languages. Boston: Nicholas Brealey Pub.
Silverman, P. & Cober, A., B. (2005). "When Employees at Work Don't Get It: A Model for Enhancing Individual Employee Change in Response to Performance Feedback."
Wilson, C. (2007). Best practice in performance coaching: A handbook for leaders, coaches, HR professionals and organizations. London: Kogan Page.
Although this is time-consuming and costly, it generally has high employee involvement and creditability, the strongest impact on behavior and performance and a positive influence on communication and goal sharing. Yet others believe that technology can be used as a tool to eliminate biases (Dutton, 2001). Software-based performance appraisals focus on results and actions rather than personality traits. Thus, they can provide more objective facts that can be used to create plans for individual development and for achieving the organization's major goals.
A worker's morale is determined by his relative pay status. A contract that rewards only individual performance can thereby adversely affect their productivity. On the other hand, competition for relative pay status tends to boost the productivity of highly skilled workers in the firm. The net effect on productivity depends on the composition of the firm's workforce. If the workforce is sufficiently heterogeneous then the inclusion of a…...
In addition, the system-based reasons of functioning are the duties of management to rectify. No quantity of concern or talent in workmanship can conquer fundamental errors in the system. TQM proponents have been swift to censure performance assessment methods which are based on the supposition that the individual employee is chiefly in control of his or her own performance level. (Designing Performance Management Systems for Total Quality Implementation)
Hence Deming would assert that a mean performance level merely reveals a system's complete ability. Differences on that performance level within plus or minus three standard variations are system-based and haphazard in nature. It follows that a second primary theme of total quality to attain a stable process is that first recognizing and removing the special reasons of variation can only enhance a process. Then centering the concentration on the general, system-based factors that affect performance can enhance the whole system. One…...
Chapman, O' Mara; Karayan, Hyland. (1998) Performance Measures: The Link with Organizational Strategy. Fall. Retrieved from www.csupomona.edu/~jis/1998/omara.pdf[Accessed 11 December, 2004]
H professionals are increasingly been invited to attend strategic planning, recognizing the depth of knowledge which we have. At the time while this role is being played, an impact on the outcome on business is being made. Outcomes from the study by Paul . Bernthal, and ichard S. Wellins reveal that hard and oft outcomes are considerably higher when H strategy is remarkably higher when H is strategic, proactive, has a technological bent and is influential. During the recent years, researches connecting human capital to the bottom-line have become very normal. It is the employees who run the corporation and it would be sheer foolishness to think that investments in people do not generate a return. The ploy is to ensure that whatever procedures are employed to leverage employee talent is executed efficiently and to understand the genuine advantage of strong human capital. (H on the Edge- Future Trends…...
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References
Bernthal, Paul R; Wellins, Richard S. HR on the Edge- Future Trends you need to know today. The Human Resources Forum. Retrieved from http://www.ddiworld.com/pdf/ddi_HRontheEdge_Report.pdf . Accessed on 25 February, 2005http://www.peoplesoft.com/media/en/pdf/ihrim_best_practice.pdf "
Since 2008, the real estate market in Kuwait has been continually declining. The reason why is because the economy was largely depending upon oil revenues. However, in 2010 the sector began witnessing an increase in prices. This is because of the Kuwaiti government was aggressively promoting the tourism industry. As developers are expecting a strong increase in foreign direct investment, due to the governments push to expand the sector. As a result, holiday and residential areas in Kuwait are continuing to boom. (Finkelstein)
In the housing industry, there are large numbers of shortages that are affecting prices. What has been happening is the residential sector has been facing restrictions over the last several years, surrounding building permits. As the government was slow to endorse them, which created a rush on new areas that were approved for development. At the same time, the government has placed various…...
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Bibliography
Alexandria Real Estate, 2010.
Egypt Property, 2010, Select Property. Available from: [19 Mar. 2011].
Egypt Real Estate Attracts Interest From Foreign Investors, 2010, New Investors. Available from: [19 Mar. 2011]
A survey will be developed as a part of implementation of the BSC system in this hospital to track customer satisfaction with the services that they receive here.
A positive image of the organization translates into repeat business and a more positive reputation in the neighborhood, Patient satisfaction translates into increased future revenues. It also has some positive impact on risk assessment as well. The more satisfied the customer is, the less likely they will file an adverse lawsuit against the hospital. Patient satisfaction has a direct impact on the profitability of the organization. The number of complains that the facility receives can also be an important measure of the overall customer satisfaction. However, this number alone may not tell the entire story. A customer survey is the best method for addressing overall satisfaction with the facility.
Patient involvement was another important indicator of BSC technologies. Patient involvement means providing numerous…...
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References
National Health Foundation of California. 2004. Survey of Hospital Performance Measurement Activities in California. National Health Foundation of California. Available at [Accessed 30 April 2008].http://www.nhfca.org/reports/PMSCAExecutiveSummary.pdf
Walker, K. & Dunn, L. 2006. Improving hospital performance and productivity with the balanced scorecard. Academy of Health Care Management Journal. Annual. Available at [Accessed 30 April 2008].http://findarticles.com/p/articles/mi_m1TOQ/is_2/ai_n25009491
By the nature of their work, they have access to a lot of valuable information that can be used to provide measures in performance assessment systems. Additionally, management accountants are already oriented towards many actions that focus on improving efficient, productivity and profitability. Management accountants therefore have the expertise needed to understand what measures are best aligned with the company's objectives. If they are involved in the development of assessment systems, the systems will be stronger.
For the most part, the measures in performance assessment systems are reliable and accurate. The emphasis that these systems has on quantitative analysis means that most measure are not subject to much subjectivity. The systems are, however, only as good as the quality of the measurement processes. If there are faults in the measurement process then there will also be faults in the data, and ultimately in the interpretation of that data. It is…...
Together these metrics will help the firm understand where the project stands and how has it really impacted the performance of both the firm as a whole and the employees as part of its system. The firm is a major manufacturer of cosmetic products. It can measure its brand equity by comparing it with other brands in the same category. Higher sales on their own are important but when compared to rival's growth, they make more sense and can be explained more easily to senior management.
The impact of this performance improvement project
The impact can be assessed from the benefits that would accrue to the firm. Greater impact will be felt in employee efficiency and productivity. More coordinated research will bring about better results in all areas including marketing and sales.
Strategies and approaches could be used to "sell" the project to Management
The management may not understand the whole metrics thing.…...
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References
Senge, Peter, The Fifth Discipline NY: Currency/Doubleday, 1990
Kofman, Fred and Peter M. Senge "Communities of Commitment: The Heart of Learning Organizations." Organization Dynamics.
Performance-Based Contracting
Since federal contracting began, the federal government has continuously sought ways to manage and more efficiently execute the contracting process. The enduring goal is to achieve maximum effectiveness and ensuring the desired contract outcomes are reached by the contracted party. One tool to achieve this end is the Performance-Based Contract introduced in the early 1990's as a child of Performance Based Acquisition (PBA). This paper will discuss the history of Performance-Based Contracting as well as the benefits, goals and outcomes of this relatively new and innovative contracting initiative.
History of Performance-Based Contracts
Performance-Based Contracts stemmed from reforms made in 1993-1994 as a result of the President's Management Agenda. The President's Management Agenda gave birth to the Government Performance and Results of Act of 1993 as well as the Federal Acquisition Streamlining Act of 1994. Performance-Based Acquisition (PBA) is the materialization of the reforms mandated in the above mentioned Acts. Performance-Based Contracts…...
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Works Cited
Daly, Donna, Jennifer Tucker-Tatlow, and Carrie Gibson. "Innovations in Performance-Based Contracting." Southern Area Consortium of Human Services. N.p., n.d. Web. 10 Feb. 2012. < heacademy.sdsu.edu/Documents/InnovationPBCReport9-14-04.pdf>.
Exploring the relationship between performance management plans and terminating employees. How can performance management help employers demonstrate that a termination was not wrongful? How can performance management help wrongfully terminated employees demonstrate that their employment was wrongful?
The importance of goal setting in performance management. How can a manager and an employee work together to set attainable and quantifiable goals for the employee between review periods? Emphasize how attainable goals are important, because setting goals that an employee cannot realistically achieve can demotivate otherwise high-performing employees.
Measuring employee performance under employee management plans?How can human resource professionals help managers develop quantifiable....
One of the struggles facing anyone in a management situation is figuring out how to keep the workforce motivated. In fact, working on developing management techniques requires concentrating on how to motivate people, whether it is directly focused on techniques that can increase motivation or simply focused on changing worker’s perceptions of leadership, which can either be motivating or demotivating, depending on the perception. There are various different theories of motivation that are often used to describe what motivates workers, how to increase motivation, and how to avoid things that decrease employee motivation.
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