Personnel Resourcing and Development - Essay Example

?Personnel Resourcing and Development ----Assignment Rethinking Performance Management Table of Contents Table of Contents 2 Section 3 Question 1 3 Question 2 6 Question 3 8 Question 4 10 Section 2 13 Reflective Statement 13 References 15 Bibliography 19 Section 1 Question 1 Performance is understood as accomplishment of an organisation in relation to its future objectives. It includes the required outcomes of an organisation with the contribution from the individuals or the teams. It is essential to achieve the strategic objectives of an organisation as well as an individual. Moreover, performances encompass both the financial and the behavioural outcomes of an individual. This is due to the fact that an individual’s behaviour may lead to the final outcomes. Thus, it can be affirmed that performance of an individual is directly correlated with the potentials of an individual which is based on his/her method of comprehension and realisation (Australian Public Service, 2001). Performance management is referred as the procedure of creating a working situation, which can enable individuals to enhance their quality of performances. It is described as the procedure of monitoring and analysing the performances of an individual in order to obtain requisite outcomes (Melin, 2010). It is necessary because it may lead to varied rewards and recognitions, resulting in augmentation of the brand image of an organisation as well as reputation of an individual. The prime objective of performance management system is to train and to educate the staff in order to enhance the level of performances. It also helps in attainment of constructive and constant feedback about the underlying barriers of the performances of an individual so that it can be treated to reduce those discrepancies (Dattner, 2010). Subsequently, performance management system also facilitates in evaluating the high as well as poor performers of a particular group, which provides a detailed idea about the types of training programmes required to maintain the trends of performances (Apriority Learning, n.d.). For this reason, performance management is described as the current buzzword, which plays an active role for an organisation that facilitates in its sustainability in this era of competitiveness. In order to do so, performance management system includes certain specific components, namely planning, reassessing and performance appraisal and constant feedback (Slideshare, n.d.). This aspect is depicted in the below figure. Performance Management Components Source: (Slideshare, n.d.) Planning is the most crucial part of the performance management procedure which forms the fundamental source of performance appraisal (Apriority Learning, n.d.). It is mainly performed in order to evaluate the level of performance of an individual among other employees of an organisation. This method of performance appraisal is done with joint effort of appraisee along with reviewee to detect his/her level of action. With the help of this process, the major areas of responsibility along with individual skills, knowledge and priorities can be easily analysed (Department of the Interior, n.d.). Moreover, it also helps in development of an action plan in order to enhance the level of performance thereby diminishing the drawbacks or shortcomings. Other than this, reviewing also plays an active role in the entire process of performance management system. In this process, the appraisee is offered a form to appraise him/her-self, but later again reviewed or quantified by his/her seniors (Slideshare, n.d.). After completion of the entire process, the reviewee provides a dynamic contribution within the process of appraisal in order to investigate the loopholes of the performance and to overcome them (Melin, 2010). It also helps in constant progress and development of the individuals through varied types of guidance programmes, which might facilitate in augmenting those loopholes. In addition to these steps, the other significant component of performance management procedure is feedback and examination (Managementconsultingcourses, n.d.). In this step, the employee or the individual attains consciousness from the appraiser about the areas which require certain improvements. The feedback offered is very clear and transparent so that the type of learning course can be identified. Moreover, appraiser also adopts different types of specific requirements such as mentoring, counselling and guidance in order to ensure the expected returns from the individual employee. Thus, it can help an individual to enhance his/her motivation and obligation towards work resulting in amplification in the level of performance (Slideshare, n.d.). In this recent era, performance management system is adopted in varied organisations. The organisations mainly utilise three approaches namely comparative, attribute and behavioural approaches. Comparative approach is one of the most significant methods, in which a comparison takes place in between a best and a poor performer of an organisation (Mullis, 2007). It is mainly performed in order to evaluate the level of performance in between the two individuals, which helps in enhancing the perseverance of the poor performer with the help of simple as well as alternation ranking systems. In simple ranking system, the key objective is to stimulate and to encourage the poor performer of the organisation by grading the highest and the lowest performer. On the other hand, alternation ranking also helps to analyse the worst and the best employees, who need further assessment to attain the desired results of the organisation (Slideshare, n.d.). Furthermore, attribute approach is also utilised to identify the specific traits of an individual employee which can act as a considerable factor for the advancement in the level of performance such as high desire for attaining new knowledge. It is an important factor, which facilitates an average employee to enhance his/her devotion towards the assigned tasks, leading to improvement. Similarly, behavioural approach encompasses explicit examples regarding the effective and ineffective performances of the employees (Melin, 2010). It helps in implementation of varied educational as well as technical learning programmes to reduce the underlying discrepancies. Although various organisations utilise diverse performance management systems, still according to a research of Chiumento and Personnel Today, it can be revealed that poor performance is a noteworthy issue in modern times. Approximately, 96 percent of the organisations still had to bear the issue of poor performance in this modern era (Personnel Today, 2006). Therefore, in light of this fact, it can be said that proper implementation and monitoring of performance management system are imperative to alter the scenario of poor performance to high performance among the workforce. Question 2 Performance is one of the most significant factors for an individual or an organisation to sustain in this era of competitiveness. This is because it is the only aspect which helps an organisation to sustain its market share as well as brand equity in the market among other competitors. It also helps in reducing the risk of entrance of new players in the market which may result in hampering its profitability (Melin, 2010). Similarly, it is also apparent in case of an individual employee as well, because, it helps to retain his/her reputation among other employees within an organisation. Moreover, performance acts as a catalyst which facilitates in fulfilment of an individual’s both primary as well as secondary requirements as well (Apriority Learning, n.d.). As a result, it amplifies, his/her level of motivation and loyalty towards the work resulting in both individual as well as organisational performance improvement. Hence, it can be affirmed that performance is a function of three variables namely motivation, ability and situation. Among these attributes, motivation is the most significant factor, influencing performance of an individual. It includes both inherent as well as extrinsic factors (Apriority Learning, n.d.). The psychological, safety and belongingness are the intrinsic or inherent factors that enhance the level of inspiration and drive of an individual resulting in achievement of organisational productivity. Accomplishment of extrinsic factors namely self-esteem and actualisation also facilitates to augment individual capabilities and creativity, leading to superior performance. It might also lead to attainment of certain external rewards and recognitions resulting in upgradation of morality and confidence (Apriority Learning, n.d.). Hence, it can be avowed that realisation of both the primary and the secondary needs might enhance the level of competencies to tackle the challenging situations. Besides, in certain cases due to lack of motivation, the performance level deteriorates which can hamper the level of efficiency and competency of both the individual as well as the organisation. This can be described with the help of AMO theory of performance management. AMO theory is also known as ability, motivation and opportunity theory. According to this theory, the performance of an establishment is a function of individual’s ability, motivation and prospect to contribute his/her devotion towards accomplishing a particular task (Torrington & et. al., 2009). Moreover, the competitiveness of an organisation can increase only by improving the abilities and the capabilities through offering varied types of job related rewards and incentives in order to augment the employees’ level of gratification (Taylor, 2008). In addition, the management of an organisation might also encourage the employees to participate in diverse value added programmes, resulting in higher output as well as superior performances. Besides, the variables present in AMO theory might act negatively as well (Marchington & Wilkinson, 2008). This is because if an employee, who desires for a promotion is offered only an increment in his/her salary then it can affect pessimistically thereby reducing the level of performance of an employee. Moreover, it might also enhance the risk of attrition, which might affect organisational output in the long run. It would also adversely influence the turnover of the organisation, hindering its brand equity and uniqueness in the market (Liu, 2010). Hence, it can be revealed that human capital is the most significant resource of an organisation, which needs higher levels of concentration and attention as it influences the future returns. Question 3 In this era of globalisation, almost every organisation has to encounter the competitiveness of the market rivals in order to retain its sustainability in due course. This is essential to retain its brand value as well as distinctiveness among other competitors in the market. As a result, it is not enough for an organisation to possess a ‘unique selling proposition (USP)’ over other players of the market, besides it should endeavour to have an efficient manager or leader to analyse the situations. In addition, the management should also possess an explicit management style, which might prove beneficial for augmenting the performance of an employee and the organisation (USAID, 2003). Management styles are described as the approaches or directions utilised by an organisation to develop and to enhance the dedication and loyalty of the individual employees, resulting in organisational expansion. There are varied types of management styles but those which augment the participation level of the employees while finalising any verdict are democratic, laissez-faire and Management by Walking Around (MBWA) (Alan Price and HRM Guide Network Contributors, 2012). In democratic style of leadership, the manager or the leader of an organisation allows the employees to participate in the decision making procedure, in order to ascertain a strategy, which is approved by all. It helps in acceptance of the strategy in a uniform way resulting in amplification of the competencies and the effectiveness of both the employee as well as the organisation (Melin, 2010). Moreover, the manager should also include visionary power and openness to listen to the diverse ideas and information of the employees, which would help in enhancement of their creativity and fidelity towards the organisation (Bento & Bento, 2006). In addition, laissez-faire is also the other noteworthy management style, in which the employees utilise their own ideas while solving any business dilemma rather than a manager. In this type of method also, the staff encompass full freedom to offer their views regarding any tactical decision making (Harris, 2006). It helps in augmentation of the interpersonal relationship within the hierarchy resulting in a uniform organisational culture, leading to diminution of conflicts. Consequently, it also develops the consistency and the synchronisation of the employees thereby amplifying their level of performance.­­­­ Thus, the manager should develop a good communication skill, which might boost the intensity of integrity with the employees (Graduate Prospects, 2012). Furthermore, Management by Walking Around (MBWA) is also a classic system utilised by the managers to tackle difficult situations. In this type of method, the managers are the proactive listeners, which prove quite valuable for gathering varied information for the betterment of the organisation. Moreover, in this type of style, the opinions of the employees are highly appreciated by their superiors, which augment the level of participation in decision making process. It also amplifies enthusiasm and trustworthiness of the employees resulting in reduction of turnover rates, which is extremely essential for an organisation to persist in future times. Additionally, a manager should also possess the skill of assertiveness in order to reduce the misunderstandings resulting in achievement of requisite results (Butler & et. al., 2004). It might also help in increment of the total returns, bringing about augmentation of its portfolio among other competing organisations. Thus, it can be confirmed that the performance of the employees can be enhanced with the help of a standardised administrative process or technique (Alan Price and HRM Guide Network Contributors, 2012). Question 4 According to Melin (2010), performance is the desired capability to accomplish a specified task by maintaining accuracy and meticulousness. It can also be described as an obligation, which enables the performer to perform all types of assigned responsibilities in an efficient way. Besides, in order to accomplish an assigned task in exact time, certain discrepancies arise, which might hinder the desired outcome of an organisation (Bento & Bento, 2006). For this reason, every organisation attempts to manage the performance of an individual or a team in order to increase their effectiveness and integrity. Hence, it is also described as a premeditated and integrated approach. If the performance of the employee’s can be managed in an efficient way, the professional objectives might be achieved leading to enhancement of organisational total output (Melin, 2010). Moreover, it also helps in development of corporate image along with brand individuality among other apparent players of the market. In addition, it also helps in fulfilment of both primary as well as the secondary needs as well leading to amplification of self confidence and buoyancy (Harris, 2006). Moreover, all the parameters, which are essential for maintaining a requisite performance, cannot be effectively managed due to alternating demands namely innovative use of machines, technology, financial requirements and customer desires among others (Melin, 2010). This is because due to varied alternations, the demands of the target customers are also changing, which can only be assumed to be fulfilled in order to retain the competitiveness. Similarly, the need for inventive machines and technologies can never be managed in a proficient way as it is changing due to rapid industrialisation (Bento & Bento, 2006). Thus, it can be portrayed that performance of an organisation cannot be entirely managed as its basic factors can never be controlled in a successful way. It might also hamper the total output of an organisation along with consumer reliance. Additionally, it might also hinder the level of perseverance and allegiance of the employees leading to dissatisfaction and frustration. Consequently, the performance benchmarks set by the organisation reduces resulting in varied disputes and service-quality gaps (Espi, 2005). In this period of aggressiveness, the vision and the mission of an organisation changes very rapidly in order to cope up with diverse alternations. This is extremely essential to retain its brand equity in the market in order to reduce the risks of new entrants (Harris, 2006). It can be possible only by managing the level of outcome, which might not be feasible at every situation. It is because the organisation might not accept the varied situational changes related with technology or equipments. As a result, the performance of the organisation might deteriorate due to the technological aspects (University of Massachusetts Medical School, 2005). Hence, the performance of an individual might be measured or controlled, which at times may show adverse results. Section 2 Reflective Statement The reflective declaration has been prepared by taking into contemplation the fact that performances of the individual employees like me, plays an active role in enhancing the future of an organisation. It is the fundamental aspect, which helps in augmenting the profitability of an organisation in this period of competition. For this reason, an organisation always attempts to offer an employee such as me with varied types of training and development programmes in order to amplify my technical skills and knowledge. This might help in development of my knowledge base resulting in introduction of diverse new products and/or services, which may prove beneficial to satisfy the changing demands. Moreover, it might also help in sharing of varied types of knowledge among the other employees leading to lowering of my underlying weaknesses by augmenting the strengths. Moreover, the module also helped me to learn varied information which can facilitate to enhance my level of performance and dedication towards the assigned task, resulting in fulfilment of both personal as well as professional objectives. Other than this, proper performance management initiatives in an organisation might also help in augmentation of my professional skills, which can improve the aims and the intensions of my career. As a result, my level of performance might improve to a noteworthy extent, among other co-members of my future organisation. It may act as a motivational factor for me and I may need to offer more attention towards my task in order to reduce the shortcomings and increase rate of accuracy. Moreover, from this module, I came to know about the AMO theory, which helped me to understand the benefits of ability and motivation in acquiring better level of performances in future organisation. I also gathered varied information and facts from the appraisal method utilised in this module such as simple or alternation ranking systems. With the help of these appraisal methods, I can successfully identify and rectify the shortcomings of myself as portrayed by my seniors and co-members, through enrichment of my interpersonal skills. The learning also helped me to recognise the fact that I may need to offer high attention towards the growth and development of my talents and proficiencies in order to augment my competency level, which might prove extremely valuable in my future organisation. As a result, my extrinsic desire of attainment of diverse awards and recognitions might also get fulfilled. Thus, it can be affirmed that appropriate performance management system in my future organisation might help a lot, by enhancing my proficiencies as well as behavioural skills. Learning through the module helped me to recognise the positive aspects of establishing a uniform relationship with the other co-members of my organisation, which can prove quite advantageous for me. The module has also enabled me to recognise certain crucial aspects that need to be monitored and developed in order to establish myself in the industry. I have also learnt that in an organisational context maintaining a sustainable performance is of utmost importance in order to be regarded as a high performer, which can only be attained through dedication and commitment towards enhancing my performance on a constant basis. References Australian Public Service, 2001. Performance Management. A Strategic Framework. 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