Linking Performance to Success - Term Paper Example

1 Sabina Purcell HRM Analysis Managing People I. Introduction This work will provide a review of the human resource functions within the Chief State Solicitors Office (CSSO). Human Resource Management (HRM) consists of the implementation of formal systems in an organisation to ensure effective and efficient use of human talent to accomplish organizational goals1. Developing a cohesive HR strategy depends highly upon the critical understanding of the environment of the organisation. Management of staff, in relation to operational issues, cannot be accomplished without a solidified knowledge of practices and goals of the organisation. Though the operational components of HR vary by organisational directives, a common approach to management consists of the implementation of effective training and development programs. As much appropriate, reward and motivation of staff tie directly into the overall effectiveness of aforementioned training programs. This analysis will focus on several dimensions of HR functions within the CSSO: Performance Management and Development System (PMDS) Effectiveness of Training Programs Methodology of Reward/Motivation of Staff Future Impact of Proposed Improvements to Current Methodology Functionality of HR components can be illustrated through linkage of the various activities of an organisation (both internal and external). This analysis will explore the dynamics of these connections using models to emphasize the substantial differences between the CSSOs effective HR tactics and less stable practices. ____________________ 1Mathis, Robert L. & Jackson, John H, 2003, Human Resource Management. 10th ed. Thomson South-Western, p 4. 2 Sabina Purcell HRM Analysis Managing People II. Organisational Overview The Chief State Solicitors Office (CSSO) is a component part of the Office of the Attorney General and is the principal provider of solicitor services to the Irish Attorney General and to all Irish Government Departments and Offices. The CSSO also provides solicitor services to certain other State Agencies and to Tribunals of Inquiry, but does not act for members of the public. The CSSO operates as a legal office within the public sector and is distinguishable from commercial law firms in its partnership structure. Inception of the organisations first official Training & Development officer occurred in August 2002 in an effort to create a more structured and consistent approach to the advancement of streamlined HR functions. From a learning standpoint, formal procedures have been developed for training requests from staff including a Training Authorisation Form assisting in the booking of development courses. This was a change from the previous training procedures and serves to provide documentation of divisional competencies as related to software learning, legal understandings, and in-house skills development for HR managers. In conjunction with the new, formal procedures have been the Strategy Statements of the Attorney Generals Office which highlight the significant commitment to the continuing development of the office.2 This newly-proclaimed dedication to the betterment of the CSSO and its operational procedures serves to make the structure of HR more effective to the organisation, to the agencies it serves, and to promote a quality working environment for its staff. _____________________ 2 Brady, Rory SC. Statement of Strategy 2003-2005. Solicitors Office Distribution, p.8 3 Sabina Purcell HRM Analysis Managing People III. Performance Management Function Overview The purpose of Performance Management (PM) is to assess how staff performs their roles within the organisation. This consists of the processes that are used to identify, measure, improve, and reward employee performance. Performance management systems are directly linked to goal-setting within the organisation, identifying similarly with the objectives of the Chief State Solicitors Office, which links strategy with staff performance. The practices of effective management tactics will identify the staffs expected performance levels, utilize methods to encourage high levels of performance, measure that performance, and reward or discipline based on the staffs adoption of policy. The linkage between outcomes of PM (including pay raises, increased productivity, or disciplinary action) and meeting organisational goals can be illustrated by analysis. (See Diagram on Page 4) Should the CSSO realise that its strategic goals are not being attained, it can likely be attributed to a breakdown of the PM system. In this system, the CSSO mission and organisational strategy starts at the bottom of the organisational hierarchy, which acts on the public sector and the facilitation of staff adherence to mission. This allows top management to act as encouragers and facilitators, rather than in the traditional "top-down" hierarchy. As an example, the CSSO is bound to its mission statement to provide the highest standard of professional legal services to Government, Departments, and Offices.3 This acts as the foundation of human resource principals within the PM system. Development of a firm mission is the first step in the implementation of performance management. _____________________ 3 Brady, Rory SC, p. 7 4 Sabina Purcell HRM Analysis Managing People Forward momentum in training cannot be accomplished without the structure of the PM model. This system acts as the template for organising the management policies of the CSSO and allows the organisation to recognize its strengths and weaknesses in achieving its goals. The investment of streamlining human relations, and in a continuing evaluation of PMDS structure, can mean the difference between CSSO success or failure. The CSSO recognises its strengths in its ability to adopt options for improved office function. Having offered an outline of the basic concept of the PM process, evaluation of the current HR practices at the CSSO can be identified, critiqued, and suggestions regarding methods to enhance the operations at the Office will be analysed. 5 Sabina Purcell HRM Analysis Managing People IV. Linking Performance to Success To best illustrate the structural philosophy of the Chief State Solicitors Office, reference to the Warwick model can be used to highlight the office design for linking external demands with internal function. Because of the cohesion in the CSSOs HR structure, the Warwick model allows for a comparative study of its HRM methods and can be linked with performance management. Since PM is directly related to the assessment of how the staff performs their roles, the Warwick model creates the basis for the flow of inputs of the CSSO and how each HRM mechanism offers feedback based on context and content (See below). 6 Sabina Purcell HRM Analysis Managing People The current emphasis of training programs with the CSSO, and the methods to implement them, highlight the content of HRM. As illustrated by the model, the CSSO provides direct feedback to the service portion of the office, is directly linked to the structure of each role of the CSSO, and provides feedback to the role of HRM involved in performance management. The focus of the office is in providing quality service to the public sector and the inputs of this external demand are what link the CSSO to its strong HRM practices. ALL of the key practices involved in meeting the demand of the public sector will be explored one by one. 7 Sabina Purcell HRM Analysis Managing People V. Assessing External Influence The CSSO is in the unique position that Government Departments and Offices are obliged to retain the services of the Office. In an effort to minimise dependency on this obligation, the CSSO considers the PEST analysis to drive training, compensation, and increase the level of customer service. PEST analysis, an acronym for political, economic, social, and technological influences, has served in the capacity to enhance methods designed for the implementation of training programs. The purpose of the PEST analysis is to identify strengths versus weaknesses in adapting to the external demands placed on the CSSO. It serves, overall, as a needs analysis, a training tool that is used to determine whether training is needed.4 To illustrate the effectiveness of the PEST analysis, the Chief State Solicitors Office has derived two key external influences that affect the regulation of the activities of the office: The Irish Government and the European Union. It might be an assumption that governmental issues would not directly affect training processes in the CSSO, however, in many ways, this is a major driving factor in developing effective employees. Changes reflective in the Irish government as well as continuously adapting EU regulations affect the legal outputs required of the CSSO. Should a dramatic factor surrounding new EU regulations be improperly communicated throughout the office, it is logical to assume that the quality of the output will be severely impacted; possibly rejected for its lack of legal understanding. ____________________ 4 Gomez-Mejia, Luis R., David B. Balkin, and Robert L. Cardy. Management: People, Performance, Change. 2nd ed. : McGraw Hill - Irwin, 2005, p. 436. 8 Sabina Purcell HRM Analysis Managing People In measuring the effectiveness of the CSSOs PEST analysis in relation to training, the staffs annual training report highlights a variety of programs designed to meet the needs of external demand. CMOD training, including government accounting and French language, employment law, and legal practice have been implemented (and continue to improve in the lessons designs) from an effective understanding of the external impacts affecting the CSSO. From a training standpoint, since the aforementioned inception of the Training and Development Officer, the methods involved in PEST analysis and proper acknowledgement of needed training have been a monumental success. In the same context of the PEST analysis, the CSSO has recognized a key influence affecting not only training, but in the performance management aspect of increasing the tools necessary to ensure staff success. Technological developments directly impact the nature and scope of the job functions at the CSSO and nothing has been more effective than the implementation of using the internet as a resource for legal necessities. In its continuing attempts to streamline both HR functions and staff functions to achieve quality outputs, vast amounts of training have been designed to ensure the staffs understanding of utilising technology. The heaviest training in the CSSO lies in knowledge of effectively using word processing software, web design, and keyboarding. If an organisation as cross-connected as the CSSO hopes to function in a streamlined world of information technology, an ongoing PEST analysis of emerging software and technology programs is a monumental strength in ensuring quality operations. It is plain to see the positive impact of the PEST analysis in the Chief State Solicitors Office. 9 Sabina Purcell HRM Analysis Managing People VI. Learning Attitudes vs. Motivating Knowledge Learning is often viewed in terms of three specific capabilities: Knowledge, skills, and attitudes (KSA)5. Knowledge consists of acquired information and its proper utilisation. Skills are recognised as an ability to perform specific tasks. Attitudes are the personal systems of values and opinions need to drive behavioural patterns. Effective progression in learning can be directly linked to the staffs motivation to do so; or his attitudes. There is some conflict between the methods used by the CSSO to drive expectations for further training in staff competency and the lack of motivational incentives for staff excellence in learning. An organisation can implement countless training and development practices and maintain constant management of the factors driving office adaptation to streamlining functions. However, it lies with the attitudes of the staff that, figuratively, adds the final stamp of success on measuring effective training. Abraham Maslow, a recognised psychologist, suggests that there are five key needs that individuals have and as each need is substantially satisfied the next becomes dominant.6 This ties into performance management in that staff satisfaction and motivation to learn effectively is directly related to a system of needs; and whether they are met substantially by the processes and relationships within an organisation. In this pyramidal diagram (See page 11), Maslow suggests that the most basic needs are physiological, in that an adequate salary and working environment are met. Differing from the clinical aspect of physiological needs, rather than meeting the needs for clothing, shelter and food, the ____________________ 5 Henley, Management College. "Module 2: Human Resources Management." Session 7: Training, Development, and Learning. 6 Henley, Management College. "Module 2: Human Resources Management." Session 6: Rewards and Motivation : p.54. 10 Sabina Purcell HRM Analysis Managing People management approach to meeting physiological needs is to provide a stable workplace. The basic overview of Maslows hierarchy is that as each need from the pyramid is met, the next need becomes paramount. As the next step (and so on) is achieved, the higher a person comes to self-actualisation, it creates immense satisfaction of all aspects pertaining to their job function. The performance management function of senior leadership at the CSSO includes recognising these fundamental needs of the staff, but sometimes fail to understand that, should one of the staffs needs be neglected, employee performance can suffer as they "fall" down through the levels of the pyramid and move further from self-actualisation. In order to show the relevance to this aspect of the CSSOs performance management system, it is important to emphasise the specific attributes of the office that affect employee attitudes. Competency, in terms of motive, is a drive or thought related to a particular goal, such as achievement, to improve against a standard of excellence.7 Competency shows the relationship to motivation, which is a competency expectation for driving positive outcomes in performance management. To illustrate the similarities, the social context of the CSSO (tier 3 of Maslows needs analysis) is that of partnership; both internally and externally. The CSSO leadership is thoughtful in its organisations needs analysis, in driving the concept of competency, and in the training/development procedures for effective customer service. The performance management system, though, would benefit from recognising that employee motivation is directly related to effective, positive feedback, recognition for a job well-done, and skills/job variety. The office ____________________ 7 Torrington, D., Hall, L. & Taylor, S., (2002). Human Resource Management. 5th ed. Pearson Education p. 377 11 Sabina Purcell HRM Analysis Managing People expectations for employee adoption of training policies are clearly laid out in regular communiqués highlighting staff objectives. Motivating competency, however, would be better accomplished with fulfilling the staff need for increased compensation (of which there is currently no formal system for review) and job process variety (of which there is currently a three year delay for departmental transfer). There is little doubt that in order to meet the CSSO goal for excellence in core competencies, which are driven by staff motivation, these deviations from understanding the needs of the staff need to be considered more thoughtfully. In a recent communication with leadership, it was expressed that there is a growing underperformance in the state sector. This is most likely resultant of growing dissatisfaction with various aspects relating to Maslows hierarchy of needs and preventing achievement of self-actualisation within the staff. 12 Sabina Purcell HRM Analysis Managing People The CSSO is currently determining a valid performance review, used to measure performance on a 1-5 scale which should be implemented next year. For this year, however, driving quality development and excellence in core competencies will be a major challenge for the performance managers due to the missing components guiding staff satisfaction. ____________________ 8 Henley, Management College. "Module 2: Human Resources Management." Session 6: Rewards and Motivation : p.54. 13 Sabina Purcell HRM Analysis Managing People VII. Assessment of Performance & Feedback Management Practices As a legal office within the civil service, the Chief State Solicitors Office provides a no fee legal service to its clients, however, this does not affect a continuing effort to modernise the civil service aspect of the office. Some of the modernisation incentives include the Quality Customer Service Initiative9 and an acknowledgement of the CSSOs lack of performance-based pay incentives. It has been determined that the Programme for Prosperity and Fairness provides for the establishment of a Public Service Benchmarking Body to examine Public Service Pay and jobs.10 Reverting back to Maslows hierarchy of needs, performance-related pay increases fall into the category of staff esteem. Though the components of implementing performance management systems have not yet been worked out in the CSSO, there is a marked deviation involving enhancing employee motivation to succeed and the feedback mechanisms to drive success. Simply addressing the need to implement new programmes designed to enhance motivation is not enough, rather, critical feedback (both from management and staff) is crucial in developing strong objectives. In developing performance initiatives, there are three distinct focuses: Organisational, individual, and team focus.11 As mentioned, the organisational focus has been clearly defined in that the CSSO is a learning and knowledge organisation investing in training and generating quality outputs. ____________________ 9 "Quality Customer Service Initiative (QCS)." Better Government - Quality Customer Service Initiative. 29 Aug. 2003. Better Government. 26 Feb. 2006 . 10 "Does the PMDS provide for performance related pay?." Better Government - Does the PMDS provide for performance related pay?. 01 MAR. 2006. Better Government. 01 Mar. 2006. . 11 Torrington, D, Hall, L. & Taylor, S., (2002). Human Resource Management. 5th ed. Pearson Education. p. 232 14 Sabina Purcell HRM Analysis Managing People The focus lacking in the CSSO is certainly surrounding individual focus, in that staff, for all intents and purposes, cannot climb up the theoretical tier of the hierarchy to reach self-actualisation because of the fundamental lack of esteem. In the offices attempt to drive quality outputs, a substantial change in regards to current performance management practices is required. In Section I, the performance management aspect surrounding utilisation of employees is highlighted as a step towards accomplishing organisational goals. Distribution of knowledge materials (such as Modernisation Incentives and organisational changes) is a function in evaluating employee performance. A recent survey conducted by NGM Market Research & Strategic Planning, commissioned by the Civil Service Communications Strategy Group, interviewed 1,342 Civil Servants via telephone in order to test awareness levels of modernisation initiatives. Results of this survey indicated that awareness of Change and Modernisation Initiatives was generally quite poor. It was mentioned that a quarter of Civil Servants could not name any initiative driving change in the past five years. Further, many Civil Servants felt that the Change and Modernisation programme had not been adequately explained. 12 The function of performance management is in the proper distribution of all processes, literature, and in the case of the CSSO, performance-based compensation initiatives. Only when the factors surrounding the organisations goal of quality outputs are communicated (along with the tools to implement) can the staff performance be adequately measured to generate a fair appraisal. ____________________ 12 "NGM Report on Communicating Change; Modernisation in the Civil Service." Jan. 2003. Better Government. 01 Mar. 2006 . 15 Sabina Purcell HRM Analysis Managing People Because of the integral factors involved with the staffs accomplishments in the CSSO, it is the recommendation to begin an immediate review of the performance management process as it relates to the staff. Currrently, a major investment in training lies in ACME (a file records management system) and there has been substantial effort in training for this Information Technology. In review of training practices, because there is no formal review process for performance-related compensation, there is currently no training in the assessment of this upcoming review process. To simply the overall performance management system, quality achievement of organisational goals, proper communication and knowledge management, and assessment of leaderships directive approach to gauging staff performance are significantly tied. In essence, one cannot be achieved without the other. In as much as staff assessment of KSAs, so should be the expectation of leadership to exhibit equal competency in knowledge, skill, and attitude. The knowledge, in relation to reward for staff excellence, consists of proper distribution of all literature relating to meeting organisational goals. As the NGM report indicates, there is a substantial lacking in driving staff knowledge of these incentives. Before any formal review process begins, knowledge training in regards to leadership must be implemented. Recommendation of a formal training procedure, adopted well before any new system of fair review is implemented, would be a monumental advantage to achieving the goals of the CSSO. The first step in ensuring reward for excellence in performance is indicating to the staff that the upcoming review process is taken seriously and that upward feedback 16 Sabina Purcell HRM Analysis Managing People regarding each individuals role will be formally discussed (which is indicated as a directive in the Quality Customer Service Initiative). The recommendation is for the CSSO to adopt the BOFF technique13 to encourage the open expression of staffs opinions. BOFF is an acronym for the approach to feedback involving behaviour, outcome, feeling, and future. BOFF is designed to allow staff to inform leadership of what is working well and to propose improvements. Directing leadership towards the style of their appraisals, using quality language in discussing staff performance, will help to ensure retention of quality staff members. Early adopting of the BOFF technique can help to fit staffs need for esteem in the workplace, by indicating that training is implemented not only for the CSSO, but for the employee as well. The obvious outcome would be in driving quality outputs by the staff who feel respected and quality members of the CSSO partnership. Educating leadership as to the importance of recognising the staff as important aspects of the CSSO will aid in reducing the underachievement levels previously mentioned in the organisation. In the appraisal process, as part of performance management, lie issues that can directly impact the fairness of the assessment. Appraising performance is not a precise measurement, but a subjective assessment.14 Subjective refers to an idea taking place in a persons mind, rather than the external world.15 ____________________ 13 GFP Consult (2005). The BOFF Technique. Upward Feedback. 14 Torrington, et al (2002), pg. 335 15 Subjective. Dictionary.com. 01 Mar. 2006 . 17 Sabina Purcell HRM Analysis Managing People More intensive training for performance managers would help, as well, in certifying staff encouragement in building esteem. The staff currently has direct access to the training directives issued by the CSSO and the recognition of early training involving the methods used in unbiased appraisals could act as a motivator long before the actual formal review process is implemented. As a measure for looking forward, motivation to succeed in staff operations would increase dramatically as it would be shown that the CSSO takes this appraisal initiative very seriously. Building a partnership between both the CSSO and the staff in recognising self-actualisation as a goal of the staff and self-actualisation as a goal in driving quality outputs will help to secure a more cohesive CSSO, which will ultimately affect the sector to which it services. 18 Sabina Purcell HRM Analysis Managing People VIII. Summary Building the proper framework in which the CSSO can achieve a status worthy of benchmarking involves a direct teamwork approach to motivation, overall performance, and the achievement of strategic goals. The CSSO, in its attempts to issue quality outputs to the public sector, requires the creation of an environment in which both the manager and the staff member can thrive. This can be accomplished in several ways: Proper structure of the CSSO processes – Including adapting to external demands as well as internal. Proper implementation of strategic initiatives Proper Communication both upward and downward in the hierarchy Proper establishment of expectations both staff and managerial The Chief State Solicitors Office is making tremendous strides both in modernising its ability to perform legal services and with incorporating new guidelines beneficial to both the staff member and the organisation as well. Maslows hierarchy of needs could serve as an illustrative template to any organisation looking to streamline its HR functions, raise employee morale, and become an organisation worthy of benchmarking. The CSSO is making headway in becoming such an organisation, and despite any flaws in human resources policies, has the potential to be an organisation that becomes consistently recognised for its innovative approach to total quality management. 19 Sabina Purcell HRM Analysis Managing People Bibliography Mathis, Robert L. & Jackson, John H, 2003, Human Resource Management. 10th ed. Thomson South-Western. Brady, Rory SC. Statement of Strategy 2003-2005. Solicitors Office Distribution. Gomez-Mejia, Luis R., David B. Balkin, and Robert L. Cardy. 2005. Management: People, Performance, Change. 2nd ed. : McGraw Hill – Irwin. Henley, Management College. "Module 2: Human Resources Management." Session 7: Training, Development, and Learning. Henley, Management College. "Module 2: Human Resources Management." Session 6: Rewards and Motivation. Torrington, D., Hall, L. & Taylor, S., (2002). Human Resource Management. 5th ed. Pearson Education. "Quality Customer Service Initiative (QCS)." Better Government - Quality Customer Service Initiative. 29 Aug. 2003. Better Government. 26 Feb. 2006 . "Does the PMDS provide for performance related pay?." Better Government - Does the PMDS provide for performance related pay?. 01 MAR. 2006. Better Government. 01 Mar. 2006. . "NGM Report on Communicating Change; Modernisation in the Civil Service." Jan. 2003. Better Government. 01 Mar. 2006. . GFP Consult (2005). The BOFF Technique. Upward Feedback. Subjective. Dictionary.com. 01 Mar. 2006. . Introduction Sabina Purcell HRM Analysis Managing People Table of Contents I. Introduction II. Organisational Overview III. Performance Management Function Overview IV. Linking Performance to Success V. Assessing External Influence VI. Learning Attitudes vs. Motivating Knowledge VII. Assessment of Performance & Feedback Management Practices VIII. Summary * Project Designed to Build on Managing People Framework and Apply to Chief State Solicitors Office, Ireland.* Read More