Improving Performance Management - Essay Example

HERE HERE YOUR HERE HERE Performance Management Quiz Question Performance management is the process of linking business strategy with individual or group goals in order to build more commitment to achieving these goals. It is also defined as “processes used to identify, encourage, measure, evaluate, improve and reward employee performance” (Mathis & Jackson, 338). Organizational strategy is usually defined at the highest levels and then individuals are measured on their ability to meet objectives, using feedback systems or disciplinary measures related to their contribution depending on whether it is sufficient or whether it needs improvement. Performance management provides much value to the organization. It helps ensure the goals are met on a timely basis, that people are cooperative with one another and management, and also ensures higher quality outputs. Once performance standards have been established, it can strengthen relationships with managers and employees through results-based rewards if they meet these standards. Basically, for the organization, it ensures that long-term strategic goals are met and the systems are in place that help everyone reach that outcome. For the individual, performance management can give them more perceptions of authority and autonomy in the business. By using systems such as the 360 degree feedback system or the regular annual appraisal, it shows the business values them as a critical resource in the company. It can also strengthen their personal development and training that might lead to promotions or better job opportunities with less management presence if they contribute properly. It can also enhance their problem-solving and communication skills (Tarricone & Luca, 55). Question 2 The term business is behavior means that “a business succeeds or fails through the performance of all of its employee’s efforts and successes” (authorstream.com, 2). Basically, the term means that a business cannot succeed or achieve its goals without the cooperation of employees and success relies on their commitment and loyalty. A business operates as a system that is dependent on the activities and knowledge of workers throughout the organization, therefore their behaviors are important to achieving common or strategic goals. Attitude at the employee level is everything in order to gain positive growth in competitive advantage. The unbreakable behavior law are those behaviors that do not change over time that are long-standing values associated with cultural beliefs or strong personal psychological and personality factors. These are part of the person’s overall value system and do not change without major investment from management. Behavior is considered key to quality because so much of the organization relies on human attitude, loyalty, motivation and commitment. For example, an employee who is unhappy with their job role might lead to higher turnover at the company that can cost budget and labor in human resources to find their replacement or correct worker errors. Employees need to be team-focused and responsible and, without these attitudes and behaviors, the company’s reputation could be affected at the customer level. Question 3 Pinpointing is having an exact understanding of the behaviors or attitudes that the business wishes to change through performance management processes and systems. It is “knowing in precise detail the behaviors that you want influenced” and how to go about it (quogroup.com, 2). For example, if a company’s long-term goals are to improve training and development, pinpointing is identifying which specific areas need improvement and then establishing systems to make sure this becomes a reality. It is a targeted process that is specific and streamlined to assist managers in development programs. Pinpointing is relevant for performance management because PM is so goal-oriented and related to strategic mission and vision. For example, if the company’s goal is to completely change the information systems architecture that impacts all workers (such as implementing a new purchasing system), it is necessary to pinpoint specific job role functions or the rules that will govern the new system. There might be a culture of independence currently in purchasing that is not involved with routine job roles and has no social interaction. The right pinpointing will identify a goal for improved relationships between workers so that managers can set-up informal meetings or maybe job rotation. The activities of workers must be pinpointed to reach strategic goals which are measured through performance management systems. By right pinpointing, it means that it must be relevant to strategic goals or mission and not get off this target: it must be specific. The value provided is in better teamwork, higher levels of individual performance, and improved productivity if the right pinpoint is selected. Question 4 Performance feedback are the systems in place to help employees understand their weaknesses and strengths related to their job roles, the customer, or meeting long-term corporate goals. They can include annual appraisals, 360 degree feedback systems, or informal consultations with management to help them improve. It is essentially given employees meaningful opinion or criticism about how they are contributing and then often giving rewards or discipline based on this feedback. The value it provides is substantial. Feedback helps employees learn more about the business after being assessed and can strengthen their training if more is needed. It can even give bonuses or other pay increases if they are considered high performing or productive workers. Feedback might identify that they lack customer service skills which motivates them to improve on relationship-building. For the organization, feedback is even more critical and valuable. When employees understand their weaknesses, they become more effective workers. Feedback might even strengthen management and worker relationships by improving communication throughout the organization. Feedback can come in the form of employee surveys that measure their attitude about the job (organizedchange.com, 1). This helps the business to understand its own faults so it can improve the job roles for workers and gain more productivity in the long run. If using a 360 degree feedback system, it might even make customers feel more important when they are asked their opinion about certain workers or managers they come in contact with as part of relationship marketing. Question 5 The coaching manager is one that assists workers in developing their skills and knowledge about the business. They take on the role of a form of mentor that offers feedback to workers, provides them needed training on an individual basis, and reinforces that the worker has value by strengthening relationships with them. It is a transformational role that gives employees a sort of role model by which to mold their own attitudes and behaviors. In some organizations, this coaching manager is a friend who looks to help them become their best. Successful coaching managers might role play to help workers understand others in the business, reinforce core values such as emotional intelligence and respect, and they act as a role model for employees to look up to and guide their own behaviors (Hanlon, 2). Coaching dialogue consists of regular feedback, regular meetings with managers, and positive communications about how the employee can better develop. This dialogue describes the practices, processes, actions and decisions for how the employee can achieve set goals laid out by the individual or the business (Hunt & Weintraub, 3). Coaching applies to performance management because how the employee behaves and their attitude is directly related to whether the business can achieve its goals. A role model with positive attitudes might give an employee more motivation to satisfy customers, if this is a business goal, therefore it is linked with meeting strategic mission and goals. The value coaching provides is more dedicated employees with a stronger understanding of ethics and business processes and how to achieve growth in their job role. References Authorstream.com. “Behavior Based Safety – Safety Professional’s View”. Accessed April 2, 2011 at http://www.authorstream.com/Presentation/aSGuest77274-697622-behavior-based-safety-2/ Hanlon, Mike. “Seven practices to develop a coaching managerial style”. Accessed April 2, 2011 at http://www.gizmag.com/seven-practices-to-develop-a-coaching-managerial-style/9486/ Hunt, J. & J. Weintraub. The Coaching Manager: Developing Top Talent in Business. 2nd ed. Sage Publications (2011). Mathis, R. & J. Jackson. Human Resource Management. 10th ed. Thomson South-Western (2005). Organizedchange.com. “Employee Surveys, 360 Feedback, Assessments & Balanced Scorecard”. Organized Change Consultancy (2008). Accessed April 2, 2011 at http://www.organizedchange.com/surveyshome.htm Quogroup.com. “Improving People Performance”. (2006). Accessed April 2, 2011 at http://www.quogroup.com/pp_behave_change.htm Tarricone, P. & J. Luca. “Employees, teamwork and social interdependence – a formula for successful business?” Team Performance Management. Vol. 8, Iss. 3/4, pp.54-60. Read More