Assignment 2
Introduction
Employee performance is the job related activities expected of a worker and how well those activities were carried out. (Johnsen, 2000)
Measurement involves ascertaining the size, amount, or degree of something by using an instrument or device. (Euske et al., 1993)
Therefore it can be concluded that employee performance measurement is how organizations, public and private, measure the quality of their activities and services. It involves the regular collection of data to assess whether the correct processes are being performed and desired results are being achieved.
The idea of performance
Performance measurement is usually used in corporate settings but can also be used in other environments. The idea is to cause an atmosphere of continuous improvement by setting goals and making plans to achieve success. (Kaplan and Norton, 1992, p.71) The process is to identify performance inadequacies, give feedback about those problems, take action to behave differently and measure the success of changed behaviors. Optimal performance is the main goal. (Powell, 2004)
Determining what you want to measure in your company before embarking on the task of setting performance targets is very important. Focusing on a section or department of your business makes the task more manageable. (Ghalayini et al., 1997) But if it's decided to enlist the entire operation, it's important to ask each department manager to write performance targets for their work group and then combine the indicators to find the most important for your business. Once established, the goals can be explained to the employees, how they will be affected and the role of each of them in meeting the targets.
Performance measurement, a good measurement?
P...
... middle of paper ...
... M. (2003) “The Role of Incentives in the Public Sector: Issues and Evidence”, Working Paper, CMPO, No. 03/071.
¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬_____________________________________________________________________________
Stephenson, B. (2003) “Civil Service Reform in the UK” No. 2, [www], http://www.spa.msu.ru/e- journal/2/31_2.php. (Accessed 27 April 14).
______________________________________________________________________________
Herpen, M. V., Praag, M. V. and Cools, K. (2003) “The Effects of Performance Measurement and Compensation on Motivation”, Tinbergen Institute, Discussion Paper, No. 048/3.
______________________________________________________________________________
Neely, A., Mills, J.F., Gregory, M. J. and Platts, K (1995) “Performance measurement design – a literature review and research agenda” International Journal of Operations and Production Management,
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.
Segal. (2002, February). Providing public sector services in a time of change: The total rewards perspective. [Electronic version]. Public Sector Letter. 2-4.
‘If you can’t measure it, you can’t management it’, [Dan vesset and Brian, M. 2009]. Performance management is concerned with the measurement of results and with studying progress to achieving objectives base on the results. Managing performance can tell you what you’re doing well in, and also reveal areas where you need to make adjustments. Measuring performance tells you how far you’ve gone achieving your ultimate
Performance Management Systems is the systematic process which involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of the organization’s mission and goals. Likewise, the unknown link to achieving greater organizational success is strong performance management, which is the processes put in place to measure and reward the abilities of the workforce to meet and exceed goals. Thereby, this helps with improving self esteem, confidence, and morale, creating loyalty, and increasing overall productivity in your employees through performance management is the key to your company outperforming the competition (Performance Management, 2017). Moreover, an effective performance
Performance metrics are used to determine and quantity improvement in processes. To develop performance metrics, it is important to collect data pertaining to critical work processes, understand the desired results and the development of realistic measurements to be used to quantify the process improvements. The goal of lean is to help in comparing performance levels with the benchmarks or established standards. In order to successfully develop project metric, it is it advisable to first define the project metrics. These include the goals, objectives, and project benchmarks. For example, if the process is to produce four inch rods. The upper limits and lower limit must be set probably 4m plus or minus 0.5m. Any deviation bellows 3.5m or beyond 4.5metres shall be considered out of control (Nicoletti, 2013). Process should always be within control. Collecting data is mainly to help in quantifying process improvement and not reduce products variability. The most commonly used metrics include speed, time, quality, quantity. In lean, both primary and secondary metrics must be defined.
The success of a business is highly related to the having a performance measurement system. This can be very complicated because it requires measurement and analysis data. It also puts pressure on management and staff to look forward to identifying behavior that affects the organizational goals. So, performance measurement analysis is complicated to new users because it is implementing a new system. Organizations periodically need to change their marketing strategies in response to competitive moves, internally generated opportunities, and technological developments(Sarin, Challagalla & Kohli, 2012).
It is important for any company’s management to be concerned with the performance of its employees. The employees past performance also determines future performance thus the need for continuous enhancement of the employees performance. This means that, employers have the role of ensuring that they improve the performance of their employees, and this is greatly impacted on the compensation system that the company uses on all its employees. According to Sturman (2006), money is the overall incentive value that most of the employers give to their employees, but it is also important to note that the employees can improve in their performance if the management motivates them by linking pay to performance. This mean...
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.
Public sector reform – a global experience. The recent delivery of the National Commission of Audit (NCOA) report to the Australian Government (NCOA, 2014) has generated significant discussion in the public domain with regards to the report’s recommendations. Part B of the NCOA’s report outlines governmental and public sector reform, both from the perspective of the programmes delivered by government and the government institutions that administer said programmes. There is merit in reflecting on the experience of recent reform programmes undertaken by the UK and NSW governments (Cabinet Office (CO), 2012 and Department of Premier and Cabinet (DPMC) 2011).
Introduction Performance management is the process of establishing a favorable working environment for a given organization such that every employee will have the ability to work at their level best to achieve the organizations goals and objectives. This process basically involves developing clear job description, acquisition of proper work force, providing appropriate training of employees and designing equitable compensation plans along promoting career development for the employees. Managing performance in any given corporate body is one of the most important contributions that managers should put into consideration. Setting up goals, laying down objectives and strategizing on appropriate methods to achieve such goals are the main essentials
Management spends a huge amount of time to design incentive systems and schemes to motivate their workers and to ensure they work in their best possible manner. Motivating workers by giving them decent pay helps in winning employees heart to make the work done efficiently, significantly and effectively. The most effective way to motivate people to work productively is through individual incentive compensation (Pfeffer, 1998). An attraction of getting more is a powerful incentive to people for high performance. While most people agree that money plays a major role in motivating people, in organizations there is a widespread belief that money may also have some undesirable effects on morale.
Performance management is a process that guarantees an organisation and all of its available resources are working collectively and effectively towards achieving the organisation’s mission or goal. Performance management affords an understanding of what drives an individuals, and even organisations, performance at all levels. An understanding of performance management allows for the identification and minimisation of unproductive areas of an organisation, as well as an ability to predict future performance. It is a powerful tool that can be used by managers at all levels of an organisation to help improve a company’s productivity.
There are several reasons organizations initiate performance evaluations, however the standard purpose for performance evaluations is to discuss performance expectations; not only from the employers perspective but to engage in a formal collaboration where the employee and the manager are both able to provide feedback in a formal discourse. There are many different processes an organization should follow when developing its performance evaluation tool; in addition essential characteristics that must accompany an effective performance appraisal process. I will discuss in detail the intent of a performance evaluation, the process an organization should follow in using its performance evaluation tool, along with the characteristics of an effective
Public sector reforms adopted in a number of countries such as USA, UK and New Zealand in the last fifteen years and characterised by efficiency units, performance management, contracting out, market type mechanisms, and agency status have come to be known as the New Public Management or NPM. Appearance of the NPM as shifting the paradigm from the old traditional model of administration has been promoted by a remarkable degree of consensus among the political leadership of various countries and is presented today as the major tool for public sector management reforms.
Performance management is a continuous process that creates a working culture to encourage employees to improve their work performance and reach their full potential during their stay of employment. Performance Management also provides strategic direction, develop competency in employees and instill organization value. This paper will identify methods and affects that performance management plan has on the organization and their employees.