Performance Analysis
My former job took place at the local newspaper in Kalamazoo, Michigan. Specifically, I worked in the accounting department where approximately twenty other people are employed. In this department, there were four managers, one of which was the publisher himself. The department consisted and the accounting department not only sold the paper but also sold items pertaining to advertisement of the company, such as umbrellas, t-shirts, books etc.
Everyone in the department had different daily tasks to perform. I was one of three people who worked in the front of the department. My daily tasks consisted of processing and applying checks to the right accounts, calculating daily cash reports, answering customer relations’ questions, by person and over the telephone. Our mission, within the department, was to satisfy the customer at, of course, a profit.
As one will come to understand performance management in this class, the realization and knowledge is to understand that it is an essential part of the relationship between employer and employee. It is what makes a company run smoothly on the inside because without good healthy relationships within the company, it is very difficult to have good relationships outside the company on a customer service basis.
I believe many PM principles were and are implemented in my former place of employment. Among the PM principles that I see practiced routinely on a day to day basis include pinpointing, delivering positive reinforcement, and performance feedback. However, the one PM principle that needs a little help in my department is that of delivering justifiable consequences to establish consistency. In the following two pages, I will explain why I believe these P...
... middle of paper ...
...within a certain amount of time or simply doing something without a one hundred percent effort.
One of the last concepts of PM that I will address has to do with delivering consequences. Through my experience in working for the newspaper, I felt as if not enough consequences were given when it came to staff consistency in terms of one actually being at work. Through my own eyes, I saw many occurrences of people not showing up to work or always calling in. This made for hectic days for the rest of the department, especially if it was not foreseeable well in advance. Consequences were not delivered very often and people took advantage of that. A company must learn to deliver justifiable consequences in a timely manner to avoid conflicts later down the road. If individuals are not consequated for their wrong choice of actions the process will continue and relapse.
The primary job responsibilities are Motivate warehouse employees to meet daily productivity goals.
The reinforcement theory was of interest for a consideration as a tool in my current work environment and possibly be utilized as intervention of controlling the behaviors of employees. Since, I have observed the negative behavior of employees displayed due to varies unjust reasons that demotivate them to perform at an optimal level. Therefore, I believe implementing positive reinforcement to rebuild trust and to motivate employees by acknowledging a job well done, reward programs, and providing challenging task would encourage them and give them something to strive for to be higher achievers. In addition, all things mention and utilizing the reinforcement theory can reinforce the desired behavior in the workplace. Furthermore, I think that
Marks and Spencer's Definition of Performance Management Performance management provides Marks and Spencers with needed information on their employees. The information helps Marks and Spencers develop the skills of the employees based on the information collected at the appraisal, it helps recognise when training is needed. Performance management helps M&S by improving their service by having able workers that work to their full abilityand by improving the relationship between workers and the company. Here is Marks and Spencer's definition of performance management: Performance management is a joint process that involves both the supervisor and the employee, who identify common goals, which are linked to the goals of the organisation. This process results with the establishment of written performance exceptions later used as measures for feed back and performance evaluation.’
While managers must discipline employees for organizational behaviors from time to time, what are some of the challenges one faces; and what type of plan of action can one implement to put an end to the issues being presented. So, what is discipline, it’s a way for manager to instill learning, by helping one to improve their behavior; through that of corrective actions. Although, discipline has been classified as being harsh and unjustifiable towards employees not meeting company standards, and can be avoidable, others feel its beneficial in helping to improve one’s behavior through that of using corrective actions; instead of punishing them for their mistakes. However, for this concept to be the best alternative, managers need to approach the situation head on and quickly for it to be
Performance management is vital to leadership success. Great leaders will take advantage of performance planning and will set performance objectives for their employees. It is essential that leaders communicate goals in a clear and structured manner, coach employees to help them succeed, and correct any poor performances. Correcting poor performances is especially important and is a crucial part of performance management. Organizations will not succeed if there is poor performance management, so leaders need to understand how to implement these strategies in order for the organization to continue to develop and grow successfully.
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.
Life is all about setting goals and trying to achieve them. The same theory also applies in the managerial industry. The accomplishment of desired results in a business is called performance. One of the major concerns of the top managers of a firm is the actual performance of the firm so its measurement is unavoidable.
The sense-making approach of unfreezing, changing and freezing (Palmer, Dunford & Akin, 2009) was inappropriate in this scenario. Management has made a decision to reduce their workforce continuously; however, the change does not end with the layoffs, rather, it is a continuous change as they continue to reduce employees and focus on the existing employees’ morale. Middle management predominantly executes sense-making approach by as aligning the company objectives with their employees (Banker, 2012). The sense-making approach may have been the culprit of the communication breakdown between employees and British Airways CEO regarding absenteeism. The processual approach was much more fitting with continuous layoff that will allow them to pursue their next implementation. Processual approach is on-going and focused on long-term results while sense-making approach is a prescriptive change. The sense-making approach might have worked if processual approach was established first during the reduction in force, prior to introducing the swipe card implementation. Preferably, British Airways should have engaged in change management approach first to address the system change in a large scale. Organizational development approach would have assessed the entire organization and discovered that the low morale may
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.
The objective of this report is to determine if a successful performance management system can offer anything to the learning and development process in an organisation. The report will examine the concepts of performance management and the implications it has on learning and development. It will focus on the major issues surrounding the learning and development process and outline the contributions performance management has to offer.
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
...r in financial services with assets of $2 trillion, and third largest deposit base U.S. banking institution behind Wells Fargo and Bank of America. My responsibility includes direct supervision of 15-18 bankers, ensure proper staffing coverage to meet service level requirements, provide ongoing training and support to bankers ensuring optimum level of customer satisfaction, analyze banker’s performance and develop action plan to improved performance gaps. Handle general administrative duties (i.e. employee file maintenance, management reporting, review and audit time sheets attendance records, communicate policy & procedure updates). Through this work experience I gained knowledge and skills in providing an effective and clear focus in developing the team’s performance. Guides, motivates, coaches and inspires subordinates to positive performance and development.
When implementing a new performance management system in an organization there are both advantages and disadvantages that need to be taken into consideration by the design team. However, one of the best ways to know if a performance management system is effective is by implementing the system within the organization and then continuously monitor and reevaluate if the system is still relevant to the organizational
...ement systems which combines both financial and non-financial measures which are considered more appropriate with the growing market. For instance, the two well-known performance measurements used by wide range of companies: Balanced Scorecard (BSC) and Performance Prism.
In conclusion, each segment of the performance management process holds a vital link to the next. Not unlike knocking over one domino in a series, it has an effect on the next domino. If one portion in the process is dysfunctional, the next may be identical in its dysfunction – and on and on.