Performance Management System for the YMCA - Literature review Example

Performance Management System for the YMCA Introduction The YMCA (Young Men’s Christian Association) of Greater Saint Johnhas always pursued positive goals to enhance the society through acquainting affiliated people with a blissful life. For instance, the organization sets its standards as central to the offering of Christianity-based counseling approaches to ensure that people are at peace with their healthy bodies, minds, and spirit. Since the organization serves over two million people in the Canadian society, it realizes the actual need of establishing a performance management system that will enhance its processes and programs in delivering its charitable services to the community (Aguinis, 2013). A detailed research indicates that the YMCA’s need for a performance management system is inevitable if it is to ensure growth and reduce the prevailing uncertainties in its process of deciphering value-oriented programs to the community. The following discussion defines the accurate process of performance system development and implementation in the non-profit making organization. Prerequisites prior to the implementation of the system After undertaking intense evaluations upon the organizations management practices, it was knowledgeable that YMCA required a profound management system. Arguably, the best management system in the YMCA is that which will deliver its essential goals and objectives in acquiring value in the programs. Further, the need for performance management system is inevitable if the organization is acquiring a worthwhile internal environment (Rao et al, 2007). In emphasis, YMCA of Greater Saint John acknowledges its existence in the Canadian society as derivative in ensuring that every needy person in the community is reached promptly and his problems solved. For a non-profit and charitable organization, it is essential to ensure that the described sponsors and donors are knowledgeable of the organizations efforts and determination to ensure cohesion and integration amongst all its affiliated groups in the external environment and in the internal environment (Cardy & Leonard, 2011). Such credentials are vital for the external interest groups, with reference to the donors and sponsors as they constitute the organization’s financial accounts, thus; they are essential in ensuring that YMCA delivers its services to the community. During the organization’s planning and execution processes, YMCA seems to be failing in its objectives (Sahu, 2007). The adoption of a proper management system relative to a properly implemented performance system shall serve to the advantage of the organization in succeeding in the delivery of its charitable programs in the country. Since the organization’s pursuit is to ensure the implementation of strengthening community foundations (Rao et al, 2007). Citing on the fact that the YMCA is a leading organization in the country with its devotion centered on enhancing Canadian’s social welfare and ensuring response to crucial needs, it is evident that its need for a performance management system is essential. YMCA pursues the essential prerequisites as instrumental to the organization’s success. Notably, the Canadian community denotes the integral part of the organization, thus; YMCA should bear the ability to influence different its constituents and ensure that they will be involved towards its pursuit for delivering the goals and objectives in the country. However, YMCA’s management should concentrate on ensuring that the population of volunteers is increased in order to ensure the provision of the desired strategies. Further, the course shall serve to impose the convenient outcomes for mutual benefits. According the former research, YMCA shall have to acknowledge that a cross-cultural community will tend to show diverse and immense needs over those it provides in the country (Aguinis, 2013). Therefore, YMCA’s management should concentrate on those alternatives that best deliver beneficial outcomes to the organization’s need to increase the volunteer population and ease up the tension that is obviously emanating from the concurring changes in the growing different needs from the different sets of groups with interests to the organization. Performance management systems’ experts stipulate the need for the YMCA organization to realize the vulnerability of its cross-cultural community needs, and the need to be acting in the desired style if they establish profound resolutions to dictate the threats in the country’s environment into opportunities towards the achievement of the set goals and regulations (Bhattacharyya, 2011). The established needs of volunteer teams emanate from the need to ensure reduced performance in a Canadian environment based on the evidence that different societal practices ascend from the different cultures, and the prevailing differences shall serve to derail the values of effectiveness, cohesion, and integration of organization’s charitable services at the optimal levels (Cardy & Leonard, 2011). Arguably, Y’s performance management system should address accurate approaches in forecasting on the growing need of volunteer teams and seek to set standardized measures that acquaint all its members and other stakeholders the value of equity thus motivating them to undertake their tasks to deliver the target organizational goals and objectives. For instance, experts assert that different people have different styles of handling tasks, but due to the continued performance of the tasks, they never realize whenever they perform them wrongly (Aguinis, 2013). Therefore, arguments denote that the performance management system is the only resolution to limiting the perception that the organization is astute to the threat of diminishing community involvement, and ensure that everybody is perfected in performance as the system highlights the organizations’ objectives thus acquainting the concerned groups with the knowledge on the actual processes of undertaking the charitable tasks. The YMCA’s organizational culture is of importance as it is evident of the differences prevailing with other similar organizational cultures, for example, the YMCA allows for the direct articulation of an argument or an opinion while the other organizations discourage the approach. Arguably, they engage in aggressive and persuasive approaches on the government and other interest groups, including those citizens and immigrants with the dire needs of their services (Bhattacharyya, 2011). Therefore, these prerequisites set an essential structure to ensure that Y offers strategically congruent executions during the performance system’s implementation. Performance management system planning Y’s performance system management seeks to assert measures to correct the prevailing problems of underperformance and uncertainty in accruing abundant and successful outcomes in its process of delivering charitable programs (Sahu, 2007). The fact that the organization’s relevance is decreasing sends an alarm that it is ideal to build strong volunteer and staff teams for organizations. Observations amassed from former researches assert that unresolved volunteer and staff team’s problems influence Y to have weak teams since the constituents fail to acquire the outcomes that are evident in other organizations with strong teams (Rao et al, 2007). Substantive observations accrued from former researches establish that teamwork may fail if the organization fails to adopt proper methods of embracing the prevailing community changes and asserting relevant strategies as solutions, an approach only possible with the use of performance management system’s plan. Further, the research findings accrued information concerning the growth of YMCA’s services and ascertained that the organization should enroll volunteers from different societies and geographic backgrounds to have the ability to succeed (Aguinis, 2013). Y will be advantaged over their counterparts who use single evaluation planning approaches to appoint their volunteers and staffs who would lead in different to the acquisition to inaccurate goals at the long run. YMCA management establishes that the organization needed to diversify its integrated services to ensure continued performances, growth in share, and acquisition of the community’s loyalty. Since its problems extended to the ascertainment of the best distribution chain in the services in its desire to acquire contextual and thorough plans, the performance management system shall match those objectives (Rao et al, 2007). The actual strategies that would lead to proper planning in the organization are central to the inclusion of the organization’s staff, community, and the need for guaranteed accuracy in the statistical approaches asserted to lure the necessary volunteer population. YMCA’s performance management system planning realizes that its services, distribution and marketing programs seem to be failing thus; the community-based organization with multiple outlets in the country should set a guaranteed acquisition strategy for the outlined benefits (Cardy & Leonard, 2011). Further, the plan should serve to grow the community’s volunteer margins through the continued use of adverts. Therefore, the management system plan establishes that the organization’s need to use volunteers and community partners to ensure exclusive delivery of the human-related services based on the mission statement is necessary to increase its accuracy as it would provide quality services (Bhattacharyya, 2011). Other issues that threaten YMCA towards acquisition of growth in its community’s population emanated from the general environment ranging from political, economic, technological, and the legal and social cultural constituents. The plan shall assert that management of the teams is the only resolution to acquiring successful outcomes in the organization. Y’s services extend to the offering residential support and the provision of emergency shelters for the physically and mentally challenged citizens. Since the process would lead to the establishment of strong teams with whose performances would lead to the achievement of the set goals and regulations (Aguinis, 2013). Observations accrued during the study support the strategy of implementing resolutions towards embracing teamwork in the charitable organization, and other areas that Y operates in different social backgrounds. The amassed findings established that YMCA embraces shifts into intercultural leadership skills, hence there is the actual need to ensure that all its groups acknowledge the practice and execution of unified approaches. The essence of the planned resolution is to acquire competent acquisition skills that are practical and meaningful in different cultural backgrounds. The perceived outcomes of the observations shall reveal that the organization shall be embracing diversity and sound management approaches as a way of taming different internal and external conflicts from teams with specific interests in ensuring growth in the population of its community (Cardy & Leonard, 2011). According to the substantiated observations, the Canadian community practices different cultures and upholds different ethical concerns, which might act to shape the outcomes of differentiated managerial approaches in the organization’s bid to amass effective volunteer populations and the communities to serve. Therefore, YMCA as an organization shall be able to derail unexpected conflicts and challenges that threaten to halt its plan to increase its core objectives in the provision of services. This shall extend in various environments composites of the Canadian community through the embrace of different cultures in the cross-cultural society (Bhattacharyya, 2011). Conflicts are imminent and YMCA should realize the inevitable application of cross-cultural management of the constituent labor force and volunteers in order to acquire mutual benefits for the benefit of the organization and the stakeholders (Sahu, 2007). Further, these plans shall lead to the alleviation of uncertainties and depletion in performances. Performance management system’s execution process The major problem that hinders development in the delivery of services and acquisition of abundant volunteer and community groups in the YMCA is the presence of social changes and differences in obligations. Arguably, every person in the community should be perceived important despite his native language as the organization seeks to communicate with these different groups of people (Aguinis, 2013). However, the resolution despite being common is always ill advised because people from different cultural backgrounds communicate in different language styles and it would be of great importance if the organization would seek to establish managerial solutions to solve the issues of differentiated needs and wants. The fact is that different social styles lead to the formation of different groups of the population, which derail the acquisition of successful groups and teams. The environment of non-profit making organizations is subject to conflicting situations and YMCA should be capable of the preferences shown by the actual groups that it pursues. The performance management system seeks to execute advantageous rewards to ensure that the organization’s volunteers acquire motivational incentives. These tangible rewards shall enable the managers to find it easy in growing abundant volunteer populations. The organization’s failure to establish an actual reward plan essential to the eventual eradication or curbing the threats of depleting teams may hinder the execution of the integral services (Cardy & Leonard, 2011). Y organization may finally fail to achieve the set goals and objectives, but the management’s inclusion of a system that delivers relational and ethically sound incentives shall serve to rectify the threat (Solomon & American Society for Training and Development, 2009). The system encourages Y’s managers to pay equated attention to conflicting situations in the internal and external environments since this would lead to the acquisition of the desired teams. The implementation of incentives as rewards and the relay of information to implement correct measures shall serve to curb any uncertainties and create an avenue for increasing knowledge in the population essential to achieving relevance. In achieving such successful outcomes, Y’s management should perceive the system’s incremental resolutions as necessary to solving the challenges (Rao et al, 2007). The system seems to be the most appropriate as the valuable opportunities in the environment will draw towards the organization since the intention of strategic congruence and contextually shall be effective in deciphering plans to acquire the set goals (Bhattacharyya, 2011). The system denotes on the various methods of reducing dependency on uncertain systems, hence the managers will adapt to the system in their bid to ensure that YMCA runs in the desired ways. For example, it presents characteristic approaches essential for every organization, which tends meaningful to the reduction conflicting situations and acquisition of volunteers from the Canadian society. Further, it propels the efficiency of programs in the organization. The system argues out that the effective approaches and the use of administrative techniques is relative to that of the management since the perceived importance is the alleviation of injurious circumstances that may result to underperformance in the organization. Further, the management should engage in practices that serve to coagulate the staff and the community to oneness for the performance of the services aimed at achieving the target degree outcomes. For instance, the system will observe the managerial practices and ascertain whether they should empower healthy groupings. Secondly, the resolution shall seek to outlaw the existing ones that seem to aim at reducing the organization’s set goals. It is perceived that the system best approaches the managerial practices, and it would draw the interest group to embark on ensuring that performances are done in accordance to set goals. All these aspects should correlate to the acquisition of unified teams, whether concerned with the volunteers or the organization’s staff. Considering the dimensions of all groups in the community on the negative and positive sides, observations are that whenever the target community, volunteer teams, and employee differ from the actual obligations, the management will be able to realize. Emphases are that YMCA’s managers will be able to show concern in evaluating the approaches to ascertain the probable amount of duties that its volunteers and employees should perform. Therefore, the system reveals that the attentive approaches are incremental to soliciting data concerning the changes in community contributions (Aguinis, 2013). Lastly, relaying accurate measurements as forecasted in the system is essential in the reduction of future uncertainties and keeping an understanding to both the negative and positive attributes of the teams in ensuring a lasting solution. Performance management system’s assessment process in YMCA The system focuses on the issues of dwindling volunteers and evaluating their essential needs in the organization. The changes that the organization shall include in its activities include evaluation of the pay decisions for everyone in the society needs financial incentives to solve personal obligations. Initially, establishing the extent at which the system shall serve for the benefit of the organization is acknowledgeable as incremental of the management’s devotion (Rao et al, 2007). Exploration and evaluation of the basics of a team developed through systems’ approaches establishes that volunteer teams and employees are able to live in different groups and yet deliver their tasks concerning the human welfare services competently as planned (Solomon & American Society for Training and Development, 2009). However, YMCA’s system engages the management in the practical approach of cross-cultural volunteer teams in the community. The performance management systems ascertain on the vital role that the management should serve in establishing the position of a chief risk officer from the volunteer groups in order to ensure the continued acquisition of beneficial outcomes. This will also serve as a promotion position and the volunteers will perform the services relentlessly to win the position. Therefore, the system is likely to encourage a substantial growth in the volunteer population in the next period of two years. A CRO position serves for the benefit of such an organization since the appointed teams are able to dictate terms and conditions towards new and existing services to deliver their tasks in relation to set objectives (Cardy & Leonard, 2011). The system elevates the organization towards the recognition of challenges emanating from different cultures, and provokes the implementation of accurate strategies that will propel the acquisition and maintenance of teams. Through exploration, YMCA’s operations in different geographic regions are able to ascertain whether the established teams persevere in the presence of dynamic changes. Further, the management is able to establish whether the teams are constructive or destructive since the prevalence of conflicts might deter or propel competitive outcomes at both the short-term and long-term periods (Aguinis, 2013). The system establishes that reducing volunteer teams and community’s loyalty may halt or dwindle the operations at any level since the differences between the merged groups are dependent on social backgrounds, and will persist despite the formation of groupings. For example, the strategic system management of societal and volunteer teams in Toronto, Ontario will differ from the approaches of teams in Halifax, Nova Scotia and the same case will extend to affect the formation of teams in Saskatoon and Victoria societies (Rao et al, 2007). Assessing the performance management system of Y ascertains that the organizations shall be capable of addressing the issues of employees’ development and the recruitment of new staffs and volunteers from cross-cultural teams. The organization establishes that teams may have intrinsic complexities, thus it is ill of the managers to establish efficacy before seeing spectacular growth in volunteer and employee team performances (Bhattacharyya, 2011). Different communities establish different ethical practices and concerns, thus the organization shall be able to realize the existence of conflicting situations, and seek to mechanize the organization’s code to accumulate the most important values of the present communities and teams thus diminishing the levels of failures due to an unprecedented eruption of conflicts. The application of quantitative, qualitative, and empirical statistical approaches in the system is dependent on the exploration of the original research, and it is through such significant approaches that organizations tame conflicts and changes in teams to acquire organizational goals (Cardy & Leonard, 2011). The performance curbs the existence of unjust decisions and execution plans that the management may issue after the occurrence of a confusing situation. The reflected changes in the non-profit making organization are the abilities to perform only through the adaptation of imitative practices in matching the communities’ practices and matching their services coherently. Through the approach of evaluating behavioral and cognitive practices of the communities and relevant stakeholders, the system management criterion may easily establish on the teams of volunteers and employees who are likely to steer the YMCA organization to a higher level despite the challenges available (Aguinis, 2013). Eventually, the system’s assessment assumes that a manager lacking adequate knowledge of the needs and preferences of the Canadian society shall fall into depression since he will fail to assert the system’s objectives while trying to solve the external volunteer and the internal employee teams’ problems. The performance management system’s review and performance renewal in the YMCA There are imminent barriers and different socio-cultural practices that restrain individual performance management teams from seeking actual information. These halts the relevance of the system since they restrain the acquisition of sets goals and objectives. Consequently, people may pretend to understand what the organization seeks to deliver, but the differences will be evident after performance assessment of the stipulated tasks whereby failure is an obvious result of misconception if the system is poor. The choice of a specific system for use in the organization may pose as the most important resolution to the acquisition of successful outcomes, but the ideology is that execution of the rewarding system towards different communities in a persuasive and easily understood approach enables organizations to acquire the desired outcomes. Research reveals that individual volunteer performances propelled by individual perceptions are often limited in efficiency compared to similar performances from individuals working to achieve correlated outcomes in accordance to the sets of goals and objectives. Y organization should concentrate on factors that elevate volunteers and employees’ teamwork in the presence of diverse cultural practices. Arguably, the organization should concentrate on explicit and implicit community variables in order to impose control over the performance teams and the constituents who are dependants to the services (Bhattacharyya, 2011). This serves towards the acquisition of cohesive teams that seek to deliver tasks in reflection to the long-term goals and objectives. Strategically, explicit team performance encompasses the issues of fixtures and fittings that are necessary in acquiring successful outcomes in the organization. The management should monitor the actions and behaviors of the workforce in order to ascertain the extent at which conflicts might erupt. It is essential for Y organization to embark on reviews to ensure that their human resource undertakings coincide with the code of ethics (Rao et al, 2007). The strategic approach reasserts community’s cross-cultural management success since the various groups comprised in the teams and workforce are able to identify the right and wrong things. Further, the organization should strategize on internal ethics in order to avoid the effects of external factors that emanate from the employees. Lastly, management of groups should concentrate on the facts surrounding situations and adapt other approaches to include in the system to rectify the changes in occurrence rather than handling teams in accordance to the prevailing assumptions of worldview (Aguinis, 2013). Consequently, the management system of the organization shall face renewal to the extent that the system seems to be failing in amassing the required population or encouraging abundant responses (Cardy & Leonard, 2011). Systems that embark on the above-identified approaches are able to build positive relations within the different hierarchies, and this will further engage the groups of volunteers and personnel from the different social-cultural environments towards delivery of the intended obligations and services. Implementations from researches are that 75% of the problems present in YMCA come from the continued conflicting situations on the number of volunteers required and misunderstandings with the community amongst other factors (Bhattacharyya, 2011). Other issues that propel the organization’s desire are the urge for the establishment of an accurate system management for its internal and external stakeholders, and cross-cultural teams. Resistances to change differ from a certain community constituent’s culture and misunderstandings due to the existence of hindrances and various traditions, which lead to the revelation of different behaviors. Conclusion Lastly, YMCA services for the Canadian community are likely to grow due to the inclusion of a perfect systematic appraisal for decision-making that eventually affect the majority performances and acquisition of the integral goals and objectives (Rao et al, 2007). Declarations on the system, or that the organization’s need for active teams could easily face success through system’s devotion in development of appraisals relevant to the human resource department. Misfortunes and conflicts in the organization remain redundant just like the uncertainties in the management of cross-cultural teams, which are essential for ensuring equated dispersion of the social themes and the workforce to promote cohesion and integration. References Aguinis, H. (2013). Performance management. Boston: Pearson. Bhattacharyya, D. K. (2011). Performance management systems and strategies. Dehli: Pearson. Cardy, R. L., & Leonard, B. (2011). Performance management: Concepts, skills, and exercises, second edition. Armonk, N.Y: M.E. Sharpe. Rao, T. V., Mahapatra, G. ., Rao, R. ., & Chawla, N. . (2007). Three hundred sixty Degree Feedback and Performance Management Systems. V2. New Delhi: Excel Books. Sahu, R. K. (2007). Performance management system. New Delhi: Excel Books. Solomon, C., & American Society for Training and Development. (2009). Select a performance management system: Performance improvement. Alexandria, VA: American Society for Training & Development. Read More