MGT 431 Performance Management Case Study It seems like this store is sinking fast and can use many changes. The new manager will have many challenges to take care of. Her job description will included the highest priority issues with this company will need to address first. In her job description she will need to start an HR scorecard, I think starting this will put things in perspective of what is wrong with this company and the changes that need to be made. I will give her a year to get a HR scorecard in place, the company needs a lot of work so this will take some time. The HR scorecard encourages flexibility and change because it focuses on the firm 's strategy implementation which constantly demands change. It is not just hitting particular …show more content…
You want these employees to feel like a team again and feel that they matter. In the job description as part of the HR scorecard I would include implementing an HR strategic role. The manager and I would go through the seven steps together and get an clear idea of what the goals are and what really needs to change. The HR Scorecards states “ by focusing on how to implement the strategy rather than solely on what the strategy consist of, they can facilitate a discussion about how to communicate the firm 's goals throughout the organization”(36). When you do not develop strategic goals they tend to become very generic. If goals are so vague the employee cannot take action to achieve them. I do not think this company had strategic goals that why no employees were motivated. Also, the new manager will need to fill all open positions with top notch candidates. Since there is a huge turnover we need to figure out why. Are we not hiring the right candidates? Is it the company that is making people leave. She will have a 120 days to fill the positions. I will also add in the job description, training. It seems like the manager needs financial training and the employees need career development,
Hospitals and regional health authorities throughout Canada are currently facing problems. Mergers, forced, closures, and funding restraints are major challenges that the healthcare industry currently faces (Harber, 1998). Furthermore, there are cultural differences in addition to non-acute and community-based services (Harber, 1998). While all of these challenges are faced, the healthcare industry must remain loyal to their customers and provide quality services while ensuring that the stakeholders remain pleased with the current financial situation of the industry and individual hospitals; this is done by setting a mission, or vision statement, and fulfilling all of its requirements.
Evolving since the 1980’s, case management, an essential part of quality assurance programs, promotes excellence and efficiency in consumer health care, while conserving costs for health care organizations. Effective case managers answer the demands of changing health in promoting and facilitating a patient’s progression of care (Scott 2014).
According to the Case Management Society of America, case management is "a collaborative process of assessment, planning, facilitation, care coordination, evaluation, and advocacy for options and services to meet an individual's and family's comprehensive health needs through communication and available resources to promote quality, cost effective outcomes" (Case Management Society of America [CMSA], 2010). As a method, case management has moved to the forefront of social work practice. The social work profession, along with other fields of study, recognizes the difficulty of locating and accessing comprehensive services to meet needs. Therefore, case managers work with these
An inadequately motivated employee can be very costly to the organization. Where the quality and quantity of work produced by the employee is just enough not to be fired. Job satisfaction and commitment is lacking and the employee is not motivated to work. This performance can drastically affect the bottom line of the organization whether it be financial gain or otherwise. With the changing nature of work, organizations today tend to be much flatter and slimmer than they were 20 years ago (McGreevy Malcolm, 2003). To manage and adapt to the changes the organization must have committed employees to be able to not only cope but to excel and succeed.
Some core competencies that must be exploited are: Brand Kmart is an existing well-known and trusted national brand in USA Kmart has private label and designer clothing that is well endorsed Infrastructure Kmart has a large number of well-located, low-cost, leased stores in urban far away from competitors through out the country ( Appendix B ). Staffing Confidence by the market in Kmart is created by the achievements of its staff and management. With the turn-around strategy in place, new blood has been put into the top management structures. In any renewal there will be retrenchment as unprofitable stores are closed. This can be used as an opportunity to retain and move high performing staff to where they are needed and to get rid of non-performing staff. Anderson the chairperson of Kmart is well supported by Wall Street and the board of Directors. These new staff members enter the company with needed skills to address problems in certain areas that previously were poorly managed such as inventory control and merchandising. Store locations, layout and Performance Stores conveniently located away from competitors like Wal-mart and Target therefore less to compete for customers face-to-face. There are 250 non-performing stores who have already been identified as being more cost effective to close than continue with running costs. Expertise exists in-house for the planning of store layout and appearance to meet different customer segments. This concentration of effort will enable focus on key areas Technology Kmart has already invested in good retailing systems. The system can be use to control inventory, supplier payments, track customer buying and monitor income versus profit margins across all stores. Research and Development The planning department is well established and in cross-functional to provide various perspective. The planning department to ensure that strategies at all levels are executed can further use the access to past data and knowledge of changes in buying patterns. Financial Backing JP Morgan Chase has agreed to support Kmart to avert the current threat of closure due to bankruptcy.
While the changes were necessary an area of focus would be for top management to be able to apply the new strategy and cutting sot simultaneously. Furthermore, the new market provided new challenges that allows the new strategy to be in place without affecting the employees motivation. This may be a perfect initial focus on the Human Resources department as a triggering gap that may need an analysis. Training is a significant tool thus knowing what needs training on was very crucial at this point. As stated in the case study "we don 't have a coherent HR system in place ' ' and "we have grown too large for our human resources information system(HRIS)."(Blanchard 52). This alone suggested that the firm did not know their employees weaknesses nor understood them. Since MHC was having financial difficulties this could also reflect as a competence issue with the CEO, however, since the HRIS did not have the valid information this was entirely a matter of
Case management refers to when a person or people in need require an environmental intervention. The Conrad Hilton Association defines case management as “one of the primary services offered to individuals and families who face multiple challenges, including severe mental illness, addiction, and homelessness.” Case management often helps those who are struggling or who are in need, however, the term tends to be used very loosely within organizations.
The company has a clear lack of vision. This is because since the loss of Mr. McFettridge, the vision and plans he had are not known to anyone. This exposes the lack of structured top management. Also, the top management is having a lot of young employees which are accustomed to doing a clerical job. Their decision making skills are not developed due to improper mentoring. The work processes are more individual driven then system driven.
According to Holmes, T (2013), “a high-performance team is a group of interdependent individuals who work together in a specific manner to achieve a common objective.” High-performance teams are differentiated according to their knack to operate at high levels for long spans of time and with efficiency and effectiveness. Teams like this can come in different forms and proportions. Also there are no perfect team models that will fit every organization, but there are many basic traits that appear to reinforce most high-performance teams. As stated in the Holy Bible, Hebrews 10:24-25, “And let us consider how to stir up one another to love and good works, not neglecting to meet together, as is the habit of some, but encouraging one another, and all the more as you see the Day drawing near.”
Preview: This book provides a lengthy indoctrination of the what and why of performance management. This summary will cover both the pragmatic and practical pieces of the text; while excluding some of the specific instruction for those who oversee the overall orchestration of performance management in the workplace. The purpose of this paper is to allow its readers to grasp some main themes of performance management and develop a vocabulary for discussion and debate of the topic.
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.
In order to perform at the highest level, an employee must be motivated and have a strong combination of declarative and procedural knowledge. If an employee significantly lacks any of these performance determinants, the manager must address the issue through the most appropriate performance management approach. In the case presented, Heather’s declarative knowledge has been clearly presented. However, her ability to interact successfully with students both during and after class may indicate a lack of procedural knowledge and the possibility of a motivation problem. With the right behavior approach to performance measurement, Heather’s manager could capitalize on her strong declarative knowledge,
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
Business Excellence can be defined as “excellence in strategies, business practices, and stakeholder-related performance results that have been validated by assessments based on specific models proven to support the challenging journey towards excellence”. (Ionică et al 2010)
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.