Performance Management Essays Examples

Performance Management

Performance Management

The objective of this study is to critique and article concerning a court case or lawsuit related to discrimination or unjust dismissal by a performance management system.

Case Description

It is reported in the work of Barrett and Kernan (1987) that in "Nord v. U.S. Steel (1985) the plaintiff successfully demonstrated that she had a record of good performance appraisals before she requested a promotion. After this request her appraisals became negative, which led to her eventual termination. The court reasoned that the downgraded evaluations after her promotion request were evidence of discrimination. Employers in the remaining 37 cases successfully defended their termination decisions." (p. 6) The court emphasized the necessity of "applying performance appraisal standards equally to all employees

Purpose of Performance Management

Miller (2015) writes "A performance appraisal itself may become the target of a lawsuit. Indeed, no evaluation system is completely immune to the risk of litigation. Even a well-designed system can subject an employer to various liabilities if it is poorly implemented or applied in an inconsistent manner. If they are well written and consistent, appraisals can support disciplinary or termination decisions. However, if poorly implemented they can support the plaintiff's position." (p. 1)…… [Read More]

Performance Management System Executive Report on Return

Performance Management System

Executive Report on Return on Investment

Return on Investment (ROI) is among the outstanding accepted performance measurement as well as evaluation metrics employed in business analysis. When undertaken rightfully, ROI analysis has proved to be the most influential instrument for evaluating on hand information systems as well as coming up with well-versed pronouncements on software acquisitions as well as supplementary projects. A number of years ago, Return on Investment was considered as a financial phrase and described as a model grounded on a meticulous as well as irrefutable scrutiny of financial proceeds as well as costs. Currently, ROI has gained a wide recognition as well as acceptance businesswise and also in financial management in both private and public sectors. Extensive propagation of the Return on Investment method, however, has brought about the current situation where ROI is over and over again qualified as a non-rigorous, formless bundle of mixed approaches, prone to the risks of inaccuracy and biased judgment.

Unrestricted concentration to ROI has a comprehensible enslavement as per the state of the economy is concerned. Difficult times give birth to tougher competition of business for existing dollars and stimulate the concentration of academics as well as…… [Read More]

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Performance Management I Question 1 Explain

The evaluation of work performance of employees is a technical process which is comprehensively, systematically and continuously carried out by the immediate superiors. The evaluation is conducted to identify attitudes, job performance and behavior of the employee during the performance of their duties and functions.

The evaluation is done at all levels of the organization starting from the top to bottom. One of the most common uses of the performance evaluations of employees is when the employer has to take a decision regarding promotions, layoffs and increment in salaries of employees. The information obtained from the performance evaluation of employees determines the training and development needs of both individuals and organization respectively (Millett & Wiesner, 2000). The performance evaluation approach can be rational or political. The rational approach determines the performance of every employee working in an organization while the political approach determines the performance of employee based on agenda and goals of manager (Nel et.al, 2012).

Methods of Performance Evaluation

The popular methods of performance evaluation are as follows:

1. Immediate Manager

2. Peer Evaluation

3. Reverse Appraisal

4. Self Appraisal

5. Customer Appraisal

6. 360° feedback

1. Immediate Manager

The most common and easiest method for evaluating the…… [Read More]

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Performance Management Plan - 1600 Words Develop

Performance Management Plan - 1600 words develop a performance management framework recommend client. See 2 attachments email message instructions

Traci Goldeman

Performance management plan for Bradley Stonefield's limousine service

Even small enterprises need comprehensive performance management strategies aligned to their stated interests and goals. The organization currently under analysis is a small, Austin-based limousine service with roughly 50 employees. Limousine service companies market themselves primarily upon their ability to cater to customer needs, including the conscientiousness, safety, efficiency, and speed of drivers. Although some vehicles may be fancier than others, limousine services are marketed upon functionality. This makes superior motivation of workers essential for success. The price range between different services is relatively limited but there can be great discrepancies in quality that can effectively 'make or break' a service's ability to be competitive. Given that Bradley Stonefield's limousine service is a relatively new entrant into the crowded Austin-based business market, it is especially essential that employees are able to shine.

When evaluating employee performance, a two-tiered performance management structure is often used. "One important caveat to consider is that while performance management for purposes of decision-making and employee development are certainly related, these two objectives are rarely supported equally…… [Read More]

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Performance Management Summary of the Publication Performance

Performance Management

Summary of the Publication

"Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics" by Gary Cokins offers a form of map for helping to assess the performance of a company, while maintaining a practical discussion of all the issues which confront an individual in the planning and measuring stage of performance improvement. Cokins is also able to issue a strong message about the necessity of installing predictive metrics in a manner that makes sense to both analytic and non-analytic executives. Cokins is able to very aptly summarize some of the more pressing issues regarding performance management, while offering up the most basic and most fundamental ideas regarding performance management issues that are of pressing concern to the individual. Cokins is able to use his book to offer up more than just a standard conceptual explanation or simply via open questions the sheer benefit of the value in enterprise and the connection between business intelligence and PM. Cokins is able to achieve this by putting analytics to work through the usage of practical terms, and by showcasing the intellectual pillars which underscore all types of performance management, ultimately demonstrating the impact on the true and real challenges of life…… [Read More]

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Performance Management Is the Process

The other major advantage of the use of a pilot group for conducting evaluations and 360 degree feedback survey is it enables pilot participants to act as champions who promote the process in the rest of the organization.

Using Rater Groups:

When conducting evaluations and 360 degree feedback assessments, using small but relevant rater groups is one of the best methods. The consideration of the number of people to participate in providing feedback is critical because providing response is the main aspect of 360 degree appraisals. In addition to using the small rater groups, it's also important manage the rater selection since leaving this to the participants would tempt them to conduct the survey in their own favor. However, the selected raters should have normal interactions with employees being evaluated in order to provide accurate performance feedback.

Aligning Employee Goals with Organizational Goals:

Aligning employee goals with organizational goals is important since it allows the organization to capitalize on the productivity of the workforce to accomplish greater results by ensuring that the organization's plans are being implemented. Aligning employee goals with organizational goals is important because each worker must be held accountable for the accomplishment of outcomes, which support the…… [Read More]

Works Cited:

Performance Management Systems

Performance Management Systems

The Paradox of Performance Management Systems

And Their Effect on Corporate Performance

Performance Management Systems including annual performance reviews are only as effective as the contextual relevance and insight of a manager or leader into how to create greater alignment of personal and professional goals of an employee. The continued evolution of performance management systems provide a useful index of how management and leadership theories have progressed beyond obvious measures of productivity to the more difficult, nuanced aspects of getting results. The techniques used during the industrial revolution era where output was one of the most prized metrics of performance have today been replaced by more elusive yet very valuable metrics of cognitive and intellectual contributions.

Unitarist approaches to Human Resource Management (HRM) strive to create a highly collaborative work environment that is predicated on a common purpose and shared goals and that there is often an optimal series of processes or best practices that can deliver the highest possible performance of a given activity (Geare, Edgar, McAndrew, 2006). HRM practices based on a unitarist approach to leadership and management see conflict as an aberration and indicator of dysfunctional or misaligned relationships and expectations between labor and…… [Read More]

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Performance Management Human Resource Performance

Company officials must stay work alongside with the employees in order to better identify and satisfy their needs. In addition, they should implement several training, benefits and remuneration programs.

Once they have understood the forces that drive their employees (and these are not simply of financial nature), British American Tobacco stands a better chance of implementing a more proactive system and of retrieving the most beneficial results.

8. Conclusions and recommendations

British American Tobacco was among the first companies that understood the true importance of the role played by the human resource. As a result of this understanding, the international corporation implemented a human resource performance management system which aims to increase employee's satisfaction and increase the chances of reaching the overall objective.

The implementation of the system has already showed results, but it could also use adjustments and improvements. British American Tobacco is most likely to reach their maximum value once they manage to fully integrate the employees in the BAT family and unify their individual goals with the organization's overall goals.

Bibliography

Cox, H., 2000, the Global Cigarette: Origins and Evolution of British American Tobacco, 1880-1945, Oxford University Press

2007, British American Tobacco Official Website, http://www.bat.com/,last accessed on…… [Read More]

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Performance Management Systems Balanced Scorecard vs 360-Degree

Performance Management Systems: Balanced Scorecard vs. 360-Degree Feedback

Performance Management is an essential part of yielding the best possible results from a company's personnel. And as many preferred systems for performance management demonstrate, the results are only possible with effective instruments and metrics for planning objectives, evaluating performances, ways of garnering feedback and providing proper incentives for achievement. To this end, the discussion hereafter considers The Balance Scorecard and 360-Degree Feedback as two systems of performance management that have the capacity to improve performance by providing for all of these functions.

With respect to the Balanced Scorecard approach to performance management, the text by Torrington et al. (2008) is particularly instructive. This methodology is highly dependent upon the integration of broader performance evaluators with directly quantitative determinants, demonstrating the focus which many firms will place on numerical indicators of the internal environment. According to Torrington et al., a wide range of numbers relating to productivity, quotas, performance indicators and strategic objectives can be plugged into the Balanced Scorecard. From here, Torrington et al. report, "managers are then provided with a range of indicators on a range of measures which they can use to monitor the progress of their department. The…… [Read More]

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Performance Management Action Plans and

The employee should be given clear goals, to avoid employee frustration, and to avoid the use of the company for purely self-serving reasons. The employee is to be used as a resource, so he or she can feel involved in a meaningful fashion in the company, but must be appropriately compensated for his or her effort. And the effectiveness of these rewards, such as pay vs. performance, should also be tracked so as to inform future company policies.

Talent development

Talent development, through mentoring and support, is a continuous process. Just as improving the organization overall is a 'process,' a worker's education is never complete. Learning new skills, perhaps with the support of managers for 'going back to school' or through other development programs, indicates that the company is willing to invest in the employee, and makes the employee willing to work harder to achieve overall organizational goals. Success with particular development programs and strategies vs. others should be yet another performance measurement.

Talent management

Because performance management is a holistic discipline and requires the integration of all organizational components, management cannot take place at a purely cellular level of the company. Rather, managers must coordinate their efforts to ensure…… [Read More]

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Performance Management an Overview and

Again, the performance appraisal instrument will serve as the beginning and the end of the performance management system, providing both instruction and measurement of performance along the lines specifically devised by the management of the Cobran Medical Institute (Heathfield 2010). Such a custom-tailored system cannot help but make the Cobran Medical institute's strategic objectives more easily achievable.

Conclusion

Issues of appraisal instruments, training and development, and remuneration all have significant bearing on the larger issue of performance management. Fro the Cobran Medical Institute, a transition to a more behavior-specific performance appraisal tool is recommended to decrease distortions in appraisal and to increase consistency in performance and perceived standard. This will also allow management to obtain a more comprehensive view of their employees.

References

Armstrong, M. (2004). Performance management: key strategies and practical guidelines. Sterling, VA: Kogan Publishing.

Bacal, R. (1999). Performance management. New York: McGraw Hill.

Heathfield, S. (2010). "Performance management process checklist." Accessed 24 April 2010. http://humanresources.about.com/od/performancemanagement/a/perfmgmt.htm

Kloot, L. & Martin, J. (2000). "Strategic performance management: A balanced approach to performance management issues in local government." Management accounting research 11(2), pp. 231-51.

Lebas, M. (1995). "Performance measurement and performance management." International journal of production economics 41(1-3), pp. 23-5).

Luecke,…… [Read More]

Works Cited:

Performance Management Total Quality Management

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 of Deming's main worry is that management, through mechanisms like performance assessment, tries to react to most differences as if it were due to special reasons rather than general reasons. (Designing Performance Management Systems for Total Quality Implementation)

Performance measurements in TQM organizations recommend that it must be broadened to…… [Read More]

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Performance Management the Benefits of Performance Appraisals

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 performance that are likely to lead to personal success. However, the designs of performance appraisal programs do not always support these lofty aims. Today "human resource (HR) programs are called upon to help organizations navigate complex global environments, recruit and maintain top talent, and a host of other…… [Read More]

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Performance Management Appraisal at Apple

This was accomplished by: breaking down into small teams and having everyone work directly with some of the top executives at the firm (i.e. Steve Jobs). This created an atmosphere that encouraged employees to discuss their ideas and the impact they are having on consumers. It is at this point, that Apple was able to integrate these different ideas into their performance evaluation procedures. (Stone 38 -- 40) (Snell 143 -- 179)

Conclusion

Clearly, the performance evaluation system that Apple is using is helping the firm to attract and retain the best employees. This is because there is a focus on ensuring that all candidates for a position meet: the basic educational and experience qualifications. During the next stage, is when they will be subject to: a series of interviews, a practical exam and other criteria. This allows the company to decide which individuals would be the best choice for the position.

After they are working with the firm, is when they will be offered a competitive benefits package. At the same time, they will become a part of a team that works on specific projects with upper management. When there is an evaluation, executives will be able to indirectly…… [Read More]

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Performance Management Implementing an Effective Performance Management

Performance Management: Implementing an Effective Performance Management System

Why Performance Management?

Performance management is the organized method that companies use to monitor the results of work activities, to measure and evaluate the performance of the employees, and to ensure that goals are met in an effective and efficient manner. According to Pulakos (2009), performance management is a key process that ensures that work gets done; and it is used by different organizations to communicate expectations and drive behavior towards achievement of important goals. For instance, ABC Company has offices in more than 50 countries across the globe and it employs over 40,000 employees from various cultural backgrounds, and it also deals with a diverse range of customers. It therefore needs to develop a performance management system that fosters an inclusive environment and channels different employees' talents and capabilities towards achievement of the organization's goals.

It is important to implement an effective performance system within an organization to avoid wasting the company's resources on performance management practices that do not work and at the same time ensure that performance management activities are aligned with the business needs of the organization (Stone, 2009). An effective system will identify the root areas of…… [Read More]

Performance Management Theories and Practices Course Application

Performance Management Theories and Practices

Performance management is a continuous process by which an organization identifies, measures, and develops the performance of individuals. It aligns their performance, the resources and systems with the strategic goals of the organization. According to Leeuw and Berg (2011), companies that apply performance management practices generally perform better than those that do not.

The course has covered important performance management theories and practices. One key lesson learnt, for instance, is that for performance management practices to be effective, there must be constant communication between the management team and the employees; and it is imperative for the goals of the individual to be aligned with those of the organization (Pulakos, 2009). The performance management cycle also provided insight on how performance management systems should be implemented in the organization. The elements of this cycle include: setting the objectives; measuring the performance of individuals; providing feedback on the performance; rewarding individual based on the learning outcomes; and monitoring changes to objectives and activities.

The theories that were most applicable were the goal setting theory proposed by Edwin Locke and the Expectancy theory proposed by Victor Vroom. The goal setting theory states that individual goals that are established…… [Read More]

Performance Management Performance Appraisal Is

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 profit-sharing component in the pay contract, which reduces the pay differential across workers, can sufficiently boost the morale of the least skilled workers as to improve overall productivity and profitability.

Consultants recommend either changing the way performance is linked to pay during performance reviews or making the compensation review a…… [Read More]

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Performance Management System General Motors

Furthermore, the customer is most likely not to be biased hence the credibility of the feedback. The sources of information will be integrated by analyzing the data and comparing the feedbacks to determine if they show consistency; before drafting the final report.

Development

The performance appraisal method of evaluating the behavior for rating has a critical technique of analyzing information incorporated. Therefore, in developing the tool, the first approach is to establish the information that is required (Flynn, 2010). Once determined, the questioned are phrased and documented into questionnaires and interviews, which will then be administered to the supervisors, the co-workers and customers for feedback purposes. Additionally, the previous reports on the company's trends will be incorporated to show how the behavioral changes in the department affect the returns of the company. The information gathered is then consolidated into a report for the final scaling which is the report of the performance management system team. The appraisal tool is complete when the whole procedure, from gathering information to the final report production is established and outlined completely.

Cost benefit analysis

The employee performance levels impact the overall expenditure of a company. General Motors is not exceptional as it is evident…… [Read More]

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Performance Management Through the Lens of Keys

Performance Management through the Lens of Keys v. Humana (2012)

Kathryn Keys, former employee of Humana Incorporated, filed a claim of racial discrimination under the Civil Rights Acts of 1964 and 1991 (Keys v. Humana, 2012). The U.S. District Court for the Western District of Kentucky sided with the defendant, Humana Inc., in January 2010 and dismissed the case on the grounds that the facts were insufficient to support a claim of racial discrimination under the McDonnell Douglass framework. The McDonnell Douglas framework requires the plaintiff to show that they are a member of a protected class, were qualified to hold the job in question, were treated differently than others not belonging to a protected class or were replaced by an unprotected person, and were harmed by an employment decision. Specifically, the lower court found that Keys failed to show that Caucasian employees who were not fired were indeed performing the same or similar tasks that were assigned to Keys.

The reason that the appeals court reversed the lower court's decision and remanded it for further proceedings was that the lower court erred when it applied the McDonnell Douglas framework during pleading (Keys v. Humana, 2012). This decision was based…… [Read More]

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Performance Management How Has the

All of these are admittedly challenging problems and the key to lasting change is that employees must first identify and internalize the need and desire for change for these strategies to succeed.

References

Yuen H. Chan, Robert R. Taylor, Scott Markham. "The Role of Subordinates' Trust in a Social Exchange-driven Psychological Empowerment Process. " Journal of Managerial Issues 20.4 (2008): 444-467,421-422. ABI/INFORM Global. ProQuest, 1 Mar. 2009

Fulkerson, John R., and Randall S. Schuler.. "Managing worldwide diversity at Pepsi-Cola International." Diversity in the workplace: Human resources initiatives. 248-276. New York, NY U.S.: Guilford Press, 1992. PsycINFO. EBSCO. [2 Mar. 2009

Ann Gilley, Jerry W. Gilley, Heather S. McMillan. "Organizational change: Motivation, communication, and leadership effectiveness. " Performance Improvement Quarterly 21.4 (2009): 75. ABI/INFORM Global. ProQuest. 1 Mar. 2009

Edward Martin. "Employers boost perks to build workforce loyalty. " the Business Journal 22 Sep. 1997: 30. ABI/INFORM Dateline. ProQuest. 2 Mar. 2009

Amanda Nottage.. "Pepsi's challenge. " Human Resources 1 Nov. 2006: 88-89. ABI/INFORM Global. ProQuest. 1 Mar. 2009

Hlengiwe Nhlabathi. "Helping staff with personal pressures can protect profit." Business Day [Johannesburg] 1 Sep. 2008,6. International Newsstand. ProQuest. 26 February 2009

Manoj K. Sharma, Gurvinder Kaur. "Employee Empowerment: A Conceptual Analysis.…… [Read More]

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Performance Management Today What We

In a good performance management system the manager plays a vital role. He is responsible to not only identify the employee strengths and weaknesses but also to acknowledge good performance and to provide developmental suggestions. The later part is very important, as it does no good to just spot the deficiency of an employee without providing positive suggestions for improvement. The employees for their part must be encouraged to provide their valuable input during every stage of the process. For example, some organizations even collect feedback from employees to evaluate the performance of their superiors. Thus, an appraisal denotes not just the supervisors assessing their subordinates but also rating from team members, rating by employees of their superiors, review by the HR department etc. Once such active and collaborative participation is achieved then the performance appraisal process attains its chosen objective, that of increasing the overall employee performance.

Performance appraisal is a complex process that involves sensitive issues, (employee career, morale) which have to be delicately handled. Managers and other superiors involved in the process of evaluation, feedback and decision making have a tough task facing them that needs to be judiciously handled. A sound performance management system is not…… [Read More]

Performance Management Conflict Within the

Hence, conflicts are generated only by misunderstanding or mischief (Edwards, 2003). Although unitarism have been proven to represent old-fashioned and unrealistic ideas, many managers nowadays follow this approach. They believe in a harmony of interests between them and their employers. However, practice has proven little resemblance between the employees' desires and interests, and those of their employers. Therefore, with such an approach to the employment relationship, conflict is inevitable. The 1998 Workplace Employee Relations Survey revealed that 72% of workplace managers consult directly with the employees, and not with trade unions.

In the pluralist approach conflict is considered to be inevitable because various organizations take part in determining the rules of employment. Given the fact that each of these participating organizations has its distinct bases of authority, the risk of a conflict emerging is inevitable. The radical view is meant to be a critique of pluralism.

Conclusion

Conflicts are inevitable within any organization's employment relationship. Given the fact that employers and their employees will never agree on issues concerning pay, working conditions, interests, objectives, and opinions regarding the labor process, conflicts will emerge in any company, sooner or later. They can only be diminished and kept under control through conflict…… [Read More]

Bibliography:

Performance Management

performance management? Performance management is the company's goals equal the employee's activities and outputs. Defining performance, it specifies which aspects of employee's performance remain relevant to the business through job examination. Job examination or analysis means getting detailed data concerning jobs. Measuring performance involves measuring said aspects through performance evaluation. Performance evaluation is a method for managing performance. After evaluations, employees gain feedback and learn whether their performance has been effective or not.

Typically, businesses perform the process of performance management annually. Most of the reviews are for individual performance management while others are for pay decisions or establishing training priorities. In recent times, numerous business are moving toward ore streamline, frequent performance reviews. When examining the model of performance management, one may look at organizational strategies, individual attributes, and situation constraints, which all go to individual behaviors. From there it moves on to objective results. The three main purposes of performance management are strategic, administrative, and developmental.

Strategic links employee activity with the business' objectives. Administrative decisions like pay raises, salary, retention, promotions, terminations, and layoff fall under the administrative section. If employees perform well, they are develop to be better in the developmental section. Google Inc. has an…… [Read More]

Performance Management System Within Sun

Measures should be developed at every level of the organisation as this will help in the measurement of performance at those levels. Again all services and teams will have action plans that they will have to meet which will make sure that the organisation reaches its goal. There has also got to be indicators for individuals as this will determine their performance for their teams and the organisation. (Measures of performance) the total service plan has to focus on the corporate and service objectives, highlight the important matters to the customers and staff, and the decision about the ultimate user of the information and their purpose for getting the information. (Key steps to effective performance measurement)

The measurement of the task done is against the information and there details that one has indicators for the objectives and also decides whether the task done will be meaningful and robust. The total group of measures that has to be used has to cover the objectives in the long and short-term, the achievements in both qualitative and quantitative measures as also in terms of strategic and optional goals of the organisation and finally has to reflect the views of the main stockholders of…… [Read More]

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Performance Management Systems in Australia

Nankervis, R.A., & Compton, R.L. (2006) 'Performance management: theory practice?' Asia Pacific Journal Human Resources, 44 (1), pp. 83 -- 101. Evaluate findings authors design, implementation, effectiveness performance management systems earlier studies conducted.

Performance management systems

Performance management systems have been defended as being advantageous to both employees and businesses alike by providing workers with feedback about how to improve their output. They have been criticized, however, because the use of performance reviews is said to be implicated in a focus on "short-term performance, annihilating long-term planning, building fear, demolishing teamwork and nourishing rivalry and politics" (Nankervis & Compton 2006: 84). However, flatter organizations and increased self-management have caused many managers to defend such reviews as necessities, given the lack of everyday direction many workers experience in their day-to-day existence (Nankervis & Compton 2006: 84-85).

According to Nankervis & Compton in their study of 992 Australian companies, performance reviews are used largely to review past employee performance and assess future training needs and in some instances in a strategic fashion to better leverage the human assets of the organization. Overall, they found that while performance reviews are more common, the format is not necessarily used to its maximum advantage and…… [Read More]

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Performance Management Employees Will Receive

This brings us to the costs that both employees and JVA Corp. will face if this strategy is implemented. The employees will lose because, after the economic crisis, they will find themselves at the same professional levels as before the crisis. As no performance management has been undertaken, there have been no training programs etc. And the employees will simply find themselves not adapted to the challenges of the environment. They will find it difficult to move to another organization or be promoted in the near future.

The costs for the organization are even more significant and the previous paragraphs had hinted towards this. The main cost for the organization translates into the decrease in performance, over time, of its human resource and, indeed, of the overall quality of the personnel. At the same time, an additional cost will be the company's inability to make accurate strategic decisions, since the human resource will no longer be sufficiently well prepared to undertake these. The company will likely find itself in a position where it will not be able to tell how well its employees are able to perform.

At the end of the day, while the company is able to save…… [Read More]

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Performance Management That Primarily Involves Investigating Variances

performance management that primarily involves investigating variances. Variances may take place because of several reasons such as climate changes that contribute to increase in electrical bills or slower of faster work by some employees. Nonetheless, only some of these factors or reasons are significant and may require management attention. Due to these unpredictable random factors or reasons, it's expected that nearly every category of cost will result in a variance of some kind. The investigation and calculation of variances is carried out to enable managers in the control of a business. However, managers need to make effective decisions on whether to conduct variance analysis for successful control.

Investigating Variances:

As previously mentioned, variances are brought by several reasons that may require the attention of management. Therefore, the decision on when to investigate variances is based on consideration of several factors. These factors include the accuracy and reliability of the figures, materiality, probable interdependencies of variances, and intrinsic variation of cost or revenue (Jay, 2006). Under reliability and accuracy of figures, variances should be investigated when there are mistakes in calculating budget figures or during recording of actual revenues and costs. Materiality may lead to investigation of variances when the variance…… [Read More]

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Performance Management Employee and Labor Relations

Contrary to popular belief, improved performance by employees in a particular organization is not always linked to incentives; in today's dynamic business environment, it is crucial for human resource managers to balance the needs of individuals with those of the organization. One critical component that leads to good individual as well as organizational performance is the application of an effective performance management process. In fact, companies that invest in good performance management practices generally perform better than those that do not measure and manage their performance (Leeuw and Berg, 2010). According to Cardy and Leonard (2011), performance management can be defined as the integrated and strategic approach used by human resource managers to deliver successful results by improving the performance of all the individuals in the organization. It ensures that the goals of an organization are achieved in an efficient and effective manner, while at the same time maintaining good relations between the management team and the employees.

From the scenario, Hudson College, a private liberal arts institution, seems to be a favorite in the community. This can be attributed to its low faculty to student ratio, its proximity to New York City, and its strong partnership with the vivacious…… [Read More]

Performance Management System in the Organization the

Performance Management System in the Organization

The objective of this study is to assess the strengths and weaknesses of the performance management system in the organization in which the writer of this work is employed and to make recommendations to improve this system.

The writer of this study is employed in a government organization that is aligned with the U.S. Office of Personnel Management (OPM) hiring standards and selections. Each separate government organization is required to develop their own hiring and onboarding procedures therefore, these are unique to each individual agency. A 45-day model is used to recruiting and hiring of new employees.

Assessment of Organization Processes

Day One and Two

Noted as a weakness in attracting the best talent is the many steps involved in the process since the first ten steps in the hiring process are redundant and seemingly ambiguous and little excitement is present until the candidate reaches step eighteen which is the step in which an offer of employment is extended. Following acceptance the process to onboard makes a requirement of an extensive amount of paperwork as well as exchange and verification of personal information.

Newly hired employees spend their first two days at Headquarters in…… [Read More]

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Performance Management Plan Task

Performance Management Plan task decribed email Traci Atwood Allen Consulting page

Performance management plan

In order to experience best results with the company, the employer needs to consider the value of employees for the firm as a whole. Through being able to assess each employee and the degree to which he or she is essential for the institution, Bradley can effectively direct finances with the purpose of providing valuable employees with bonuses. In order to obtain best results from his relationship with employees, he would have to devise a job plan in order to emphasize the expectations he has from each of his employees.

All employees need to be well-acquainted with the company's goals in general and with the tools it needs to use in order to achieve them. This means that Bradley would have to produce a strategy that would instruct each person about his or her role in the company and the way that this respective role helps the institution experience progress. Finding a connection between an employee's goals and the company's goals can make it possible for the respective worker to feel that it would be in his or her interest to assist the company in providing…… [Read More]

Performance Management and Organizational Effectiveness

Human Resources -- Performance Management and Organizational Effectiveness

The LAMP framework developed by John W. Boudreau is ideal for the development, implementation and evaluation of a performance management system in a China-based U.S.-China joint venture whose employees are predominantly Chinese nationals. Focusing on impact, effectiveness and efficiency, the LAMP method of "decision science" uses the tools of Logic, Analytics, Measures and Process to gauge talentship, and focuses on the most effective ROI. In conjunction with this method, special leadership and feedback would be necessary in establishing this American-Chinese venture due to marked differences between Western and Chinese culture.

Body: Critical issues that need to be addressed in developing, implementing, and evaluating a performance management system in a China-based U.S.-China joint venture whose employees are predominantly Chinese nationals.

Development, implementation and evaluation of a performance management system in a China-based U.S.-China joint venture whose employees are predominantly Chinese nationals would greatly benefit from using the "decision science" of LAMP (Logic, Analytics, Measures and Process) framework espoused by John Boudreau (Boudreau, 2006) in order to gauge "talentship" -- the hidden and obvious talent of current and potential employees (Boudreau, 2006). Logic focuses on Return on Investment by measuring: the inflow of returns…… [Read More]

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Performance Management and Organizational Effectiveness

Human Resources -- Performance Management and Organizational Effectiveness

Assess the strengths and weaknesses of the performance management system in your organization.

Starbucks Corporation, founded in 1971 in Seattle, Washington (Shahi, Omar, Aufschlager, Schmerling, & Gassner, 2007, p. 3), prides itself in its exemplary performance management system. The prototypical performance management system focuses on two functions: decision-making, in the form of "pay increases, promotions, transfers, assignments, reductions in force or other administrative HR actions" (Pulakos, 2004, p. 3); and employee development, through guiding the "training, job experiences, mentoring and other developmental activities that employees will engage in to develop their capabilities" (Pulakos, 2004, p. 3). Using 360 Feedback Performance Appraisal provided by direct reports, employees (here called "partners"), coworkers, managers and customers (Starbucks Corporation, 2013; Lepsinger & Lucia, 1997), Starbucks' performance management system has many strengths but is also burdened with a few pronounced weaknesses.

In the decision-making function, Starbucks is strong in that it provides its employees with salaries (Hammers, 2011), bonuses, some free products and in-store discounts, along with benefits such as health insurance, 401k plans and stock options (Starbucks Corporation, 2013). However, according to several employees, Starbucks pays too little and offers too few benefits for the stressful…… [Read More]

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Performance Management and Value

Strategy Mapping

Performance Management and Establishing Value Propositions

Successful performance management can create a competitive advantage in virtually any industry. Furthermore, the failure to manage performance can also make an organization vulnerable to external threats. As a result of the importance of implanting strategies and managing performance, many organizations have begun to understand the importance of using a wider array of metrics than just the traditional financial metrics to create value. Models such as the balanced scorecard provide a comprehensive platform that can be customized to help an organization manage performance and create value in the market for both customers and investors. Still, even with a good strategy in hand, an organization must also have an execution strategy that can help them implement the strategy before it is of value and can create a competitive advantage. This analysis will look at the ability for strategy mapping to serve as a supplement to the balanced scorecard to ensure that the organization executes the strategy successfully

The Need for Execution

Today's management teams have a plethora of different options and tools to help them create an effective strategy. Beyond the balanced scorecard, strategic planning may include (but are not limited to) Porter's…… [Read More]

Examining Performance Management

Performance management refers to the accomplishment of performance targets through the strategic management of people and the workplace environment. Thorough performance management needs to be able to resonate strongly throughout the entire organization as a core aspect of the business rather than a separate part of the business process: it is fundamental and integral and needs to be activated wherever targets are set and where resources are allocated in terms of their achievement. Performance management needs to be seen as both a strategic issue and a tactical issue (thecqi.org). The most strategic aspect of performance management is that it focuses on the setting of achievable goals for a specific organization and in the development of the competence and capabilities in accomplishing such goals: if the goals set are not realistic or if they are beyond the organization's capability, no amount of trying or encouraging of employees will ever assist in their achievement. On a more tactical level, it refers to the ability to create an environment where people are strongly motivated to achieve and to expand beyond their capabilities through the exercising of their talents, via managing relationships, focusing on reviewing their performance and taking actions that would help to…… [Read More]

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Link Between Performance Management and Organizational Goals

Performance Management and Organizational Goals:

The conventional goal management processes of organization was characterized with goal setting initiatives in which individuals sought managerial approval for personal goals as part of performance review and management. These self-defined goals were usually activity-oriented since they focused on what an employee or individual would try to do within a specific period of time. The problem with this conventional approach is that individuals would establish goals without consideration of their impact on others or based on departmental or organizational goals. As a result, a new methodology has emerged that links performance management to organizational goals. The emergence of this methodology has been influenced by the fact that organizations in the modern world are more complex and consist of diverse workforce that necessitates new and evolving leadership.

Linking Performance Management and Organizational Goals:

The traditional approach of establishing organizational goals involved the development of self-defined goals that were used as part of performance review or management of an individual employee. Most of these goals were activity-centered with their main focus being what an employee or individual would try to accomplish in the coming year. While these goals also focused on self-improvement and personal development measures, they…… [Read More]

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Ideal Performance Management System

Performance Management and Performance Appraisal Report:

Military

As a member of the U.S. military, my organization's current performance management and performance appraisal system is driven by very unique needs. It is in many ways highly bureaucratic and standardized. This is so that the requirements of the organization vs. The personal and subjective responses of supervisors define the ratings process. It also has specific mechanisms for the mentorship of soldiers advancing through the system. Although there are certain aspects to the Army's performance management approach which are quite specialized and specific, I believe that any organization, including private for-profit enterprises, could learn from its philosophy. Its strong emphasis on mentorship and performance feedback minimize frustration with criticism and the candidate's sense of being unfairly judged. The process is on one hand uniform in terms of the benchmarks to which candidates are held but on the other hand, the coaching and individualized nature of the feedback is personalized for every soldier and makes improvement targeted, feasible, and achievable.

First of all, it is important to make a distinction between performance management and performance appraisal. In general, the literature supports the superiority of emphasizing performance management, although both methods may be necessary to…… [Read More]

Engagement Surveys and Performance Feedback Performance Management

Performance Management: Employee Engagement Surveys and Performance Feedback

Employee Engagement

Employee engagement refers to the extent to which employees are committed to the organization they work for. It is evidenced by their level of energy, their display of personal initiative, their discretionary effort, and their persistence towards achievement of organizational goals. According to Lavigna (2015), organizations with high levels of employee engagement are more successful and productive due to high employee commitment and involvement. Having been a respondent to an employee engagement survey conducted at my previous place of work, I can attest to the positive effects these surveys have on employee morale, quality of products, and an organization's overall performance.

Contrary to popular belief - that the main aim of employee engagement surveys is to measure how happy consumers are and how satisfied they are with their jobs - these surveys are more concerned with the effect employee's self-efficacy has on individual as well as organizational performance. Therefore, it is imperative for organizations to communicate both positive and negative feedback to all respondents of the survey in order to influence behavioral changes.

Pulakos (2009) states that managers often refrain from providing developmental feedback to employees because they do not…… [Read More]

Best Practices in Planning and Performance Management

Managing Individual Behavior

How Google's corporate values and goals concerning employees, customers, and the business combine to create job satisfaction and motivate the people who work there

Google Inc. has been handling its personnel successfully. This has resulted in the enhancement of the overall motivation and commitment to its goals. Moreover, the effective management of human resources has made Google elected the 'Best Company to work for' in the United States. Google uses a strategy of making workplaces and offices all over the world which are designed over expansive areas with offering the workers not only with every possible space for innovation and creativity, but also make sure that the employees' concepts are properly and uncompromisingly analyzed, worked on, and recognized (Girard, 2008).

Best companies make their own exclusive cultures in which workers are able to say "I believe in the company I work for, have the pleasure in what I do, and enjoy the individuals I interact with at work." Along with that declaration, Google's employees have cited severally that Google is a large company, and they are extremely pleased to be a part of it. The advantages are unique, and Google is the most exclusive workplace they have…… [Read More]

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Analyzing Performance Management Plan

Performance Management Plan

Plan Criteria

Explanation

Provide a description of your company and employees.

The company is question is Allure Car Company. The company is in its first year and has twenty-five employees. The company operates out of New York. In addition, the owner of the company expects that the business will generate about $100,000 in revenue in its first year and a growth of 5% every fiscal year subsequently. More so, the company expects a turnover growth of 10% every year from now on for a period of three years.

How will you assess employees? (For example, will you make performance appraisals? Will you rank employees?)

The basic approach that I will use to assess the employees of the company will be through a behavior-based rating system and a secondary evaluator that is based on the results of the employees. In particular, I will appraise the personnel using the Likert scale, which is a very common approach for several surveys and performance measure. The scale will evaluate the performance of the personnel according to the following norms and grading criteria:

1. Always performing

2. Very often performing

3. Fairly often behaving

4. Occasionally performing

5. Never performing

How will…… [Read More]

Analyzing Performance Management Plan

Performance Management

I work in a retail store that sells handbags, shoes, linens and similar household and clothing products. My company just had a bad quarter. Consequently, I have requested my senior management team to enhance the performance by employees in the retail section immediately in order to turn the trend around. I have requested that they establish a performance management system so as to change the performance of the current employees for the better. This can be achieved, firstly, by making the system effective through the creation of a job description for each employee and the retail sales associate (Smith, 2016). This can be attained as follows

Performance Management

The retail associates in our company are critical positions because they are best poised to deliver the retail objective of the company. A retail sales associate must polish his/her sales techniques and internalize the company's strategies aimed at boosting sales. The end goal that the associate seeks to attain is to establish a good relationship between the company and its customers. Excellent communication skills are necessary for the position of a sales associate. Customers should feel free to ask questions and direction while shopping at our outlets. The pay structure…… [Read More]

Performance Management in Prisons

Performance-Based Standards

Accreditation plan for the American Correctional Association

The accreditation of the correctional facilities is aimed at ensuring the well-being of the inmates but also is targeted at benefiting the employees, the victims, the courts as well as the legislators of a state. The standards that are set do allow the protection of the judicial system from embarrassment as well as allowing the correctional institutions to have and retain the autonomy from outside interventions.

Goals and functions of functional areas

Safety; this involves provision of conditions that are humane, protection of the inmates from rape and possible assault, giving of nutritious food as well as medical care, giving the inmates a hygienic living environment and recreation activities. This will ensure the inmates are safe from ill health or physical harm while within the walls of the facility as well as being safe from abusive guards.

Security; this functional are include the physical security of the inmate, protection from death and general control over who gets into the facility and with what. This ensures that there is no threat to the inmates he employees within the facility. In this same vain, the control of movement for security reasons will ensure…… [Read More]

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Organization Behavior Performance Management and People Performance

Organization Behavior

"Performance Management" and "People Performance"

Performance Management and People

"Performance Management" and "People Performance"

Management SUMMARY

The purpose of this paper is to discuss and critically evaluate the Performance Management model by Michael Armstrong and People Performance model by John Purcell. The paper starts with an ample introduction and significance of the employee performance management practices and proceeds by discussing the various concepts and strategies which are incorporated by business organizations all over the world. The major focus of the paper is to discuss the implications of these models for the success and prosperity of an organization. The main body of the paper discusses these models from a critical perspective and explains their major components in detail.

The most important strategies which are recommended by Performance Management model include performance appraisal and reviews, training and skills development, Management by Objectives (MBO), the techniques to manage the low performers, goal setting, feedback from employees, the role of line managers, managing organizational behavior, and minimizing the employee turnover (Armstrong 2012). The People Performance model by John Purcell recommends the management of employees' performance in four different stages or pillars. These pillars focus on improving the organizational productivity through effective management…… [Read More]

References:

Job Performance Training Performance Management Over the

Job Performance Training

Performance Management

Over the many past years, performance management has been realized to being a very critical business tool for many organizations that have yet seen their success ambitions make a break. Every management team responsible for implementing as well as maintaining performance management systems must be able to realize its potential and commitment to successful results (Robert & John 2011). This paper tends to discuss some of the headliners binding performance management, to be specific; challenges facing performance management solutions, integration of job performance and learning or training processes, initiatives of improving employee relations, as well as techniques of Improving employee performance and retention.

Integrating job performance and training

Building a performance support system reduces the need of training through proving of decision tools, information as well as performance aids. Through this, human weaknesses are compensated for, and strengths are enhanced through the same process. The performance support systems can be procedural guidance, help and advisory systems, software applications, simulations and anything else that leverages performance through training (Tilaye 2006). Since they are for procedural, as well as administrative job descriptions, they can be beneficial for management and professional work.

In order to integrate training experience…… [Read More]

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Active Performance Management Proposal Case Study Evaluating

Active Performance Management Proposal: Case Study Evaluating Active Performance Measurement in Beechwood

The research examines the potential possibilities of active performance management in the modern workplace. It first examines the current literature as a way to set a foundation for the actual analytic portion of the project. Then, specific research questions are examined in order to provide a framework to test the actual efficiency of an active performance management style implemented in the field. Finally, a potential methodology is explored as well as the significance of the research as a whole.

In this vulnerable economic environment, many businesses are looking for an edge on their competition. One potentially lucrative strategy for increasing productivity and efficiency within implementation of future strategies is adopting an active performance measurement strategy. In this, managers focus on evaluating perfomance from a proactive standpoint. Essentially, "the purpose of performance analysis is to locate evidence and draw inferences from it on the factors affecting performance and what needs to be done about them" (Armstrong 2009 p 143). Yet, the concept is still relatively new, and thus must be explored further, especially in terms of specific case studies which can help provide potential models for future implementations. Some…… [Read More]

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Organizational Performance Management Emergency Medical Services &

Organizational Performance Management

Emergency Medical Services & Pharmacies Long-Term Health Care Physicians' Offices Hospitals This paper written organizations. • Discuss influence regulatory accreditation standards performance-management systems.

Organizational performance management

The main purpose for the health care industry is to serve patients in the most effective, safe, and efficient manner. Each organization in this industry functions differently. However, there are some functions and regulations that the organizations will share. These regulations provide the organizations with a path that they are supposed to follow. Regulatory requirements mandate the organization to compliance, and provide a standard performance level that creates the need for the organization to have specialized accreditation and monitoring in order to have quality improvements at various levels Sciences, 2006.

The key component for ensuring that an organization maintains its course in meeting the standards, compliance, maintaining the organization's mission and vision, and meeting regulatory requirements is communication. Risk management will be used for the supervision of safety functions while quality management will be used for the supervision of customer satisfaction in the services offered.

Performance management

The regulatory issues for the four types of organizations emergency medical services & pharmacies, long-term health care, hospitals, and physicians' offices are accredited by…… [Read More]

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Organizational Success Performance Management and Motivation and

Organizational Success, Performance Management and Motivation and the Relationship between Performance Management and Reward

A landmark in the successes of an organization is to fulfill the incessant changing needs of organization and workers; grave responsibility falls on top management to develop strong associations between them. Organizations expect workers to follow the rules and regulations, work according to the principles set for them; the workers expect good working conditions, fair pay, fair treatment, secure career, power and involvement in decisions. These expectations of both parties differ from organization to organization. For organizations to address these expectations, an understanding of workers' motivation is necessary (Zaidi & Abbas, 2011).

It is important for the organizations to meet and initiate new motivational needs of workers in today's organizations. The reality is that organizations today have completely changed; consequently it is more important for the top management to carry out new methodologies of developing sturdy and strong relationship between the organization and workers for meeting the organizational goals and fulfilling the incessantly changing needs of both parties. A total and comprehensive understanding of employees' motivation is necessary for organizations to tackle and achieve these expectations. It is clear that strong associations among organizations and workers…… [Read More]

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Police Management Performance Management Comparison

(NCPP 2004)

II. Performance Management in England and Wales:

In Wales and England the National Policing Plan 2004-2007 was published in November 2003 with the stated aim of the plan being to: "Deliver policing to high national standards and for communities to be increasing engaged in the policing of their area." The stated plan is inclusive of a "framework for local police planning in England and Wales over the next three years." Within the scope of the plan are 'five key priorities' for the police service' which are: Provision of a 'citizen focused service to the public'

Tackling anti-social behavior and disorder as well as continuing to bring a reduction to 'burglary, vehicle crime, robbery and drug related crime' are said to be in line with the Government's Public Service Agreement targets Stated as the Performance Police Authority Role is the holding together of the police force on behalf of accountancy for the community stating that "effective performance management is central to the role of police authorities given their statutory duties to: secure the maintenance of an efficient and effective police force; and achieve continuous improvements in police performance (best value) Secondly, "police and local government legislation set out a…… [Read More]

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High Performance Management Accomplishing Organizational

According to the author selected for this analysis, the quality standards embodied in the ISO 9000 quality systems standards have clearly become more prevalent over the last few years, in fact, more than 90 countries out of the world's 220 or so burgeoning nations have adopted the ISO 9000 series or its equivalent as their national standards; furthermore, adherence to ISO 9000 standards has become mandatory for companies looking to market medical devices or telecommunications equipment in Europe, where more than 20,000 companies are currently registered (Barnes, 1998. According to this analyst, "In the U.S., suppliers to the electrical, chemical, and nuclear industries are expecting certification to become mandatory. The number of ISO 9000 registrations is doubling every nine to 12 months in the U.S., from 100 in 1990 to 4000 in 1994" (Barnes 1998, p. 24).

What is typically referred to as the ISO 9000 standard are actually comprised of five different subcategories; the ISO 9000 standards are the general guide to the other categories involved:

ISO 9001 is the most comprehensive, covering research, design, building, shipping, and installing.

ISO 9002 is for companies that only produce and supply existing products;

ISO 9003 is for companies which do even…… [Read More]

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Motivation and Performance Management Organizational Behavior

Organizational Behavior

How New Practices at Sodexho Align with the Essentials of Performance Management

Performance management, in basic terms, has got to do with an organization's involvement of employees with an aim of enabling them to achieve objectives and, hence, further enhance performance at both the individual and organizational level. Quite a number of changes have taken place at Sodexho since the entry of Ms. Rohini Anand, the Senior Vice President and Global Chief Diversity Officer at Sodexho. To what extent do these changes and new practices align with the essentials of performance management?

To begin with, Sodexho has been able to not only define, but also clarify performance expectations. This, as will be indicated below, has been more so the case when it comes to identifying the exact performance expectations of various groups or categories of employees. As Ms. Anand points out, interviewers at Sodexho are trained on cultural competent recruiting. It is only via sound understanding of the cultural orientation of individuals that those charged with recruitment and selection can be able to hire competent individuals -- primarily by understanding, in Ms. Anand's words, "the different values that people bring to the table." Cultural competency is also key…… [Read More]

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Porter Novelli Performance Management at Porter Novelli

Porter Novelli

Performance Management at Porter Novelli

For Porter Novelli, even as the company advanced its objectives and improved its market orientation, its Human Resource strategy appeared to lag behind. It is for this reason that the firm began to investigate ways of linking its Human Resource orientation with its overall business strategy. Among the key objectives within the scope of the proposed strategic improvement would be more effective performance management, clearer opportunities for professional development and a shift toward client-centered HR strategies.

Leadership Roles:

At the center of Porter Novelli's change process would be the use of a Leadership Pipeline model. This would be constructed to enable Porter Novelli the ability to assign meaningful leadership roles at every level. As this relates to performance management, the approach would be aimed at created tiered levels of accountability. Leadership roles would be especially important in effecting change through the three level system around which the Leadership Pipeline is designed. The first level calls for a clear definition of leadership duties at different levels of the organization to the end of strengthening the stake and sense of empowerment experienced by talent throughout Porter Novelli. Accompanying this level would be the improvement of…… [Read More]

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