A chasm between management theory and practice leaves behind the harrowing question of how to improve employee work performance. Research has proven that some methods are more fitting than others on a situational basis. The key is to adopt practices that work the best for an organization’s goals and capabilities and consciously work towards progression. However, having a strategy to improve performance goals and objectives, are often only as effective as the people who have the responsibility for seeing them through. A strategy that is ineffective or poorly used can often cause more damage than good by reducing morale, creating confusion and decreasing performance. There are numerous ways to tackle more suitable practices that can add …show more content…
This theory can be both progressive and damaging depending on the circumstances. Employees ultimately need feedback and a manager who is willing to hear them out and help when they are seeking guidance. There appears to be problems with both the hands off approach, and the contrast of micro managing that shows the need to balance both methods. It’s beneficial for supervisors to understand the two approaches to know when to step in and when to step back. Micromanaging is typically used in a negative context as it can be extremely frustrating and stressful for employees to deal with a manager who is controlling their every action. According to Entrepreneur magazine micromanaging can be avoided when expectations are clearly and frequently articulated, and employees are held accountable to each other which again points out the important of communication (Erb, 2008). At Bridge Worldwide a company now renamed as Possible Worldwide, agency employees are surveyed anonymously to provide feedback to other teams quarterly. This is an attempt to create a more productive company culture, and so far it has worked for this results driven company (Erb, 2008). Once a Cincinnati-based marketing firm they have extended into a global market. They have provided digital solution marketing to several top brands such as Microsoft, Procter and Gamble, and Coca-Cola (Atchison, 2015). With that being said, improving performance is not always a one size fits all method that can be taken in theory and applied to other places; it might not work well with everyone. There are disadvantages with performance evaluations and self-evaluations and this is especially true if they are not applied properly or taken seriously. They can often turn into a one sided conversation even if the intention is to have an open dialogue between a manager and employee, as sometimes one person is
In 2012, Forbes contributor Sebastian Bailey professed, “Bad performance management costs a lot and delivers very little. In fact, when it goes wrong, he tells us, it dilutes the effect of every other people investment. Yet, when done right, the impact is significant (Bailey, 2012). We learn from Aguinis (2013), that there are dangers associated with a poorly implemented performance management systems. These include; increased turnover, wasted time and money, decreased motivation to perform, as well as damaged relationships and lowered self-esteem (p.9). The first purpose of performance management systems is to help top management achieve strategic business objectives (Aguinis, 2013). This reinforces behaviors that are consistent with the company’s cultures and goals and also plays an important role on the commitment, engagement and loyalty of company employees. Employees who have clear expectations, can align their values and vision with the company’s, understand what is expected of them and what they earn in return will have higher satisfaction and longevity within an organization.
Target’s core employee development strategy is to embrace, teach, and model concrete behaviors that will lead to higher levels of individual and system performance and excellence. Some of these objectives include teaching employees to perform at the highest level in a current position, manage internal and external environmental changes, increase promotability, and contribute directly through all outputs towards to common company goal. Each position in the company has a set list of guidelines for core behaviors and expectations. This set of guidelines are used to measure each individual employee and the achievement of these goals can help these employees progress their careers at Target. Linkage to performance plans also help in the development of employees. In these performance management training sessions, HR staff help employees develop a sense of understanding about the core values associated with striving for excellence, obtaining results, and other characteristics of high-performing organizations. Employees learn to communicate these core behaviors, and this gives all employees a clear understanding to what it takes to be a high performer. Another very important aspect for Target leadership is to identify and develop future positions. This creates back-ups for each position in the store to ensure seamless transitions if a current employee leaves or is terminated. Performance management is measured not only on individual employee basis, but also by the company as a whole. We will observe the company’s performance compared to its biggest rival Walmart. Based on recent stats we were able to compare the two companies in several aspects as
The author Tracy Mullen states exactly what all ownerships, supervisors and managers spend time thinking about when it comes to their employee’s, how do we increase morale and productivity? Owning, running and even managing a productive organization is not an easy task to say the least. However to have a productive organization you must have productive employee’s and management staff. Organizational success it is required to implement managerial functions appropriately. How a company is structured can lead to overly productive employees or it can lead to employees whom are ineffective and not trust worthy of your organization. Companies are spending millions of dollars on researching how to hire, train and maintain great employee’s, the flip
The second strategy is to adjust their autonomy and decision making authority. A manger must know how employees like to work. Do they prefer independent work, or do they prefer to work in teams? An employee who prefers team work environments will becomes less satisfied if they are given solitary tasks on a daily basis. A leader must manage them according to their preferences where at all possible and include them in the decision making process. There is no easier and more powerful way to motivate staff than to simply involve them in decisions. Get their thoughts on how to approach a p...
Hi April, I like your post. Micromanagement is what we see in some leaders. I think you did the right thing by letting her know her weaknesses. Going away was not the solution because we are not helping our patients. Letting her know makes her to evaluate herself and becomes stronger person. Remember, we did not know it all at once, people led us to the position that we can now stand a say yes in most instances. Some people might take it easy some might not but it is better to do it in a polite way with the person instead of avoiding the floor and not being our patient advocate.
This book covers exactly what employees need to deliver extraordinary results, and the four key things managers need to do to create the environment that makes those extraordinary results possible. The insights of these managers are not just for certain companies or a fad, they work in the real world. These ideas, thoughtfully implemented, have created workplaces where high productivity, high profit, low employee turnover and high customer satisfaction.
The effect of goal setting on employee performance is evident in the studies conducted by Locke and Latham (1990, 2002, 2007). Leaders must develop closer mentorships with employees as they assist in goal setting and goal achievement. This creates a more positive management environment than that of the authoritarian boss. Leaders who lead employees toward challenging, attainable goals will see better performance standards and as well as a higher level of commitment to the organization. This in turn benefits the employees, the leadership, and the
How to Motivate Every Employee: 24 Proven Tactics to Spark Productivity in the Workplace, Anne Bruce (2002)
Effectiveness could then be evaluated as out-comes achieved by carrying out the specified behaviors of the job (Campbell, McCloy, Oppler, &Sager, 1993).The changing nature of work and organizations has challenged traditional views of individual work performance (Ilgen & Pulakos, 1999) Performance effectiveness is a measure of what employees do, how well they do it, and find ways to improving their performance.
In my opinion, HR practices can make positive contributions to organisational performances, because except the unpredictable external environments, human resource management can improve the most factors that affect employees’ performances which finally influence organisational performances in long-term perspectives. This essay is aim to prove human resource practices can positively effect organisational performances based on literature discussion and empirical evidences. The next section briefly brings few negative views about the limitation of HRM related to improving organisational performances. The third section discuss the positive relationship between HR practices and organisational performances are established by applying HRM processes of hiring, selecting, placing employees as well as creating employment relationships within organisations. The final section is going to analyse an example company Mark & Spensers successfully utilised HR practices to improve their organisational performances and created competitive advantages.
Being a micromanager is instituting a belief that all decisions must be made through them as they have a lack of faith in their employees completing the job. When you micromanage, you rarely develop people but instead exploit them, preferring to control results rather than inspire creativity. Jim’s management technique is seen as a practice where he “bosses” his employees and lacks confidence in their work. As a result of micromanagement, the employee is left with a negative feeling and a stifled work environment.
When it comes to how to improve business performance as a whole, there are a variety of arguments linking HR practices to firm performance in the academia. One of the most remarkable is the notion of ‘best practice’ or ‘high commitment HR practices’ (HPWS). In the best practice thinking, a single set of HR practices can be universally applied into any workplaces and will definitely enhance workplace performance. Literatures have used the term ‘high performance work system’ and ‘high involvement HR practices’ synonymously (Harzing & Pinnington, 2011).
...mon practices by the department of human resources management of any development organizations. In addition, according to Seta et al., (2000) he found there are researchers was argued that proper training, work progress, and compensation could increase employees’ satisfaction toward their job and organization (Seta et al., 2000). So, by improving employees’ QWL is a prerequisite to increase an organizational productivity. High Quality of Work Life (QWL) organizations achieve better productivity and become highly competitive. Impact and effect of QWL toward workforce include reduced absenteeism, lower turnover and improved and employee job satisfaction (Mosadeghrad, Ferlie and Rosenberg, 2011). Satisfied employees are deemed to be an effective labour force and become as an important assets for the organization’s effectiveness for an organization (Masri, 2009).
people who are different from each other to diverse the company culture to find different viewpoints and ideas to gain Competitive advantage (Simmons, 1996). Organizations that are lacking diversification and which are also being exposed to the general approach of minimizing the discrimination and injustice will unfavorably affect both customer and employee while diminishing the relationships with both parties (Kundu, 2001). Peters et al. (1982) conveyed that OC should create a diverse body of employees, customers and stakeholders that are being valued and integrated in to all dimensions of the work where that particular company may learn from the people they serve, by listening internally and externally to them.
The twentieth century has brought in a number of management theories which have helped shaped our view of management in the present business environment. These emerging theories have enabled managers to appreciate new patterns of thinking, new ways of organising and new ways of managing organisations and people. Over the years these different theories have enabled the study of trends that have taken place in the management field. The major management viewpoints- which include the classical, behavioural and contingency approaches- have assisted in the formation of the contemporary twenty-first century management theory and techniques (S. C. Certo & S. T. Certo, 2006). Although, there are significant differences among all these approaches they seem to be unified by the efforts of improving an organisation’s efficiency in terms of proper human resources management. Furthermore, the dissimilarities seen in these approaches are due to the always changing organisations and environments which demand new management practices and techniques be applied to maintain the efficiency of an organisation.