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Ethics and organisational performance
Annotated bibliography on performance management
Fourfold purpose of an effective performance management system
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Recommended: Ethics and organisational performance
Aguinis (2013) identifies ideal characteristics of a performance management system in the course text. This list is comprehensive and includes components such as the system being thorough, inclusive, practical, meaningful, reliable, open, ethical, and correct to name a few (Aguinis, 2013). Another vital component that sets a performance management plan apart from a performance appraisal is that it is an on-going or continuous process of evaluating and providing feedback on an employee’s performance in relation to an organizations strategy (Reed & Bogardus, 2012). Several sources cite components similar in this list, but this list is highly comprehensive when researching expert’s ideal performance management characteristics. Consideration will be given to how the University of Colorado Colorado Springs (UCCS) College of Business stacks up to this list in their performance management program, areas of opportunity, as well as recommended areas for improvement beyond the areas of opportunity noted.
Ideal Performance Management Components and the UCCS College of Business
Overall, the UCCS College of Business outperforms the UCCS campus and other departments as a whole. The performance management plan for the College of Business considers at least ten of the 14 components thoroughly. There are traces of the other four components, but they are not comprehensively involved as the other characteristics. The characteristics that are solidly evident are: strategic congruence, thoroughness, practicality, meaningfulness, acceptability and fairness, inclusiveness, openness, correctability, standardization, and ethicality. Consideration of just a few of these characteristics will provide evidence that lend to the accuracy of the concl...
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...here should be clearly defined effective and ineffective behaviors, the plan should be modified to reduce tampering with outcomes, and the plan should be more thorough and consider additional ancillary appointments rather than focus solely on the primary duties of a position. Focusing attention on these areas of weakness can increase the ethical nature and effectiveness of the plans, thus contributing to the building of successful futures with an internal focus.
Works Cited
Aguinis, H. (2013). Performance management (3rd ed.). Upper Saddle River, NJ: Pearson.
Reed, S. M., & Bogardus, A. M. (2012). PHR/SPHR Professional in human resources certification (4th ed.). Indianapolis, IN: John Wiley & Sons.
College of Business. (2013). Vision, mission, and core values. Retrieved from http://www.uccs.edu/business/index/about-us/vision-mission-and-core-values.html
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
Tapinos, E., Dyson, R.G. & Meadows, M. (2005). The impact of performance measurement in strategic planning. International Journal of Productivity and Performance Management, 54(5/6), 370-384.
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Performance management is made up of multiple components, one being performance planning. This component is where the leader establishes the direction and describes the assignment with great clarity. This sets the tone for everyone involved with the project, it is the foundation for further performances and evaluations(Manning & Curtis, 2015, p. 468). It is important for leaders to convey their vision and message to their employees
Bacal, Robert. Manager's Guide to Performance Management. 2nd ed. Vol. 1. New York: McGraw-Hill, 2012. Print.
Performance management is a management tool used to value, monitor and measure a company’s strategies that ensure the efficiency and effectiveness of its product delivery. This management tool does not focus on the organisation and on its employees as well as stakeholders. It is a continuous process that entails that managers make sure that organisational and employee values are corresponding (Aguinis, 2005,p.1/2-1/5). Performance Management brings about the competencies in the employees, increases self-esteem by giving feedback to employees, there is a low number of lawsuits because it helps understand the company better (eThekwini Municipality, 2008,p.10-11). According to Pride, Hughes and Kapoor (2011, p.288) performance management creates motivation for employees; one theory of motivation is of Expectancy, which stipulates that employees satisfaction is driven by expectations of what an organisation will offer in return.
Strong performance management plays main role in managing companies during the financial crisis. This report will detail the need for implementing a performance management system during the current global financial crisis. The report will discuss the principles and aspects of performance management and detail several challenges that are presented when implementing a performance management system, or adjusting a current system already in place. In addition, it will analyze the company, DMG World Media, who will be used as a basis for best practices as they are known for their successful positive performance system. Moreover, it will show how a performance management scheme could be successfully introduced in this company. Finally, we will explain and justify the need of implementing the systems especially in time of economic upset throughout the global markets.
Reed, S. M. & Bogardus, A. M. (2012). PHR/SPHR Professional in human resources certification study guide. (4th ed.). Indianapolis, IN: John Wiley & Sons.
Reed, S. M., & Bogardus, A. M. (2012). PHR/SPHR: Professional in human resources certification study guide (4th ed.). Indianapolis, IN: Wiley Publishing, Inc. ISBN-13: 9781118289174
Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.
Performance management is a useful and powerful tool that can be used by managers to identify what areas of their organisation they need to improve to increase the organisation’s overall performance. The idea of a balanced scorecard enforces a sensible distribution of resources and effort across all aspect of performance an organisation is, or should be, concerned with.
Performance management is used for the basis of promotion, reduction in force purposes (talent management), gives transparency of what an organization is looking for, merit increases, and lastly it provides protection against lawsuits for unlawful termination by keeping written documentation. Performance evaluations are advantageous to both the organization and the employee. A leading advantage of performance evaluations is it gives the employee an opportunity to create and achieve smart goals. Although performance evaluations primary function is to measure whether an employee is a good fit or a bad fit for the organization, its function is so much a broader. Performance management is tool purposely used to motivate employees to examine themselves and determine if they have selected the profession that is best for them; consequently the feedback an employee receives from their superior supports them with increase their knowledge and
Gagne, K. (2002). Using performance management to support an organization's strategic business plan. Employment Relations Today, 28(4), 53-59. Online learning, and teaching in higher education [ebrary Reader version] Retrieved from http//.site.ebrary.com/lib/ashford/Doc?id=108932710
The lack of success at Omega, Inc. rested in the hands of an incompetent sales staff who were not informed of the company’s mission statement and goals. The staff received limited training on the jobs they were to perform. Omega was faced with the challenge of getting the employees to achieve their sales quotas. According to (Aguinis, 2007), “There are two important prerequisites required before a performance management system is implemented: knowledge of the organization’s mission and strategic goals and knowledge of the job in question.” The benefit of superior knowledge of the organization combined with clear and agreed upon mission and strategic goals of their unit would afford employees the opportunity to make contributions that will have a positive impact on the organization as a whole. In addition, one must possess the knowledge of the job in question to execute the tasks necessary to be done and how they should be done. This knowledge is obtained through a job analysis. Omega failed to implement strategic planning throughout all the franchises. According to Aguinis (2007), “Strategic planning allows an organizati...