Human Performance in Running a Multi-Division Form Company Name of the Student: Course: Tutor: Date Due: Measures on Human Performance (Accountability) in Running a Multidivisional Form Business Introduction This paper will seek to corroborate Hoskin and Macve’s (1990) claim that “putting a measure on human performance is significant in getting things done” as well as explore the intended and unintended consequences of this and how the latter can be minimized…
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These semi-autonomous units are guided and controlled by various financial and performance targets that together form core objective of the organization. These units therefore, operate as their own separate entities. Each unit plays a vital role in the organization in areas of conflict management, customer service, employee retention, overall productivity and profitability (Rohlander & Snell, 2009). Multi-divisional form of business is usually adopted by organizations to facilitate prudent changes without encountering an extensive chain of approval. Human performance is therefore a vital factor in ensuring efficiency and effectiveness with regards to productivity of the organization. It is for this reason that firms, both public and private must seek to quantify the value of their human performance. In the process of measuring this performance, several challenges are likely to arise, some intended while others unplanned. Measures must therefore be put in place to minimize the consequences of measuring human performance that were not planned. Since there are multiple divisions in these organizations it is of great significance to know both the performance and contribution of each division to the overall performance of the enterprise. Human performance Human performance is at the core of an organization’s well being; it incorporates total quality management, improvement of processes, appropriate employee behavior and sound instructional systems all under the banner of human resource management. In as much as employees are not listed in the balance sheet, they are such an essential asset to an enterprise and their contribution is a vital factor that should not only be quantified but also harnessed for the achievement of the set objectives. Multi-divisional private companies are not listed in the stock markets and therefore the effects of their human performance do not translate into a drop or rise in the prices of their stocks. This is however not the case for public traded companies that have their shares not only affected by financial but also human performance (Rohlander & Snell, 2009). Effectively, when there is news or even a feeling of inefficiency in a public company the ripple effects will be immediately felt at the stock market. This has the dire consequence of insolvency if drastic measures are not taken to make the necessary corrections. Measuring human performance begins with putting in place targets that must be achieved within specific timelines. Each unit (division) is given its overall targets that are then broken down to individual targets. With the kind of autonomy enjoyed by divisions in most M-form businesses, it is very easy for the individual units to then come with performance strategies and the best ways of evaluating the set targets. Multi divisional forms of business therefore help in meeting the needs of employees by enabling managers to delegate various responsibilities leaving them with ample time to monitor and make sure that everything is done for the achievement of an organization’s objectives (Wang &King 2009). This model makes communication between units more effective, problem solving manageable and team work is encouraged. The ways and means of achieving the set
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