The Four Performance Criteria Identified by James Hillgren and Edward Morse - Essay Example

TRANSFORMATIONAL LEADERSHIP Performance Criteria Introduction Most of modern organizations are striving to become strong market leaders and high performers, while others strive to maintain the positions of being high performers (Glaister et al., 241). However, they have had to withstand hard financial periods, unstable economic times coupled by underlying factors like rapid changes technologically, legally, socially, environmentally and politically (Light 45). This has meant organizations rely on regular audits, constant strategizing, outsourcing business, organization change, adopt technology and innovations to fend off competition, increase profitability, improve customer loyalty, improve the value of its shares and increase its market share (Hillgren & Morse 9). For an organization to be termed as high performing, it goes through a life cycle that needs proper and effective leadership to be able to remain afloat. This report shall critically analyze a high performing mobile telephony I work for and how our style of leadership, management and operations compares to the four performance criteria identified by James Hillgren and Edward Morse in their book ‘High Performing Organizations.’ The report shall initially highlight what the four performance criteria identified by James Hillgren and Edward Morse is, and then illustrates how my organization compares to the discussed criteria. The four performance criteria identified by James Hillgren and Edward Morse Effective leadership causes its employees to highly perform and motivate them to achieve more with less, become more innovative thus new and profitable perspectives, improve and excel in teamwork, produce more quality goods and services and are able to streamline operations (Hillgren & Morse 9). High performing organizations are not merely driven by monitoring processes that streamline costs and quality, but are driven by the people involved. This is accomplished by delegating responsibilities to employees, motivating them, aligning the missions, values, visions and objectives of the organizations to the employees by making employees understand them (Hesselbein & Johnston 53). High performance in management refers to success in achieving financial results, having employees who are motivated, achieving optimum customer satisfaction and offering customer service in order to learn the consumer, know there problems and understand their tastes and preferences thus being able to effectively and efficiently serve them well (Glaister et al., 164). The authors emphasize that qualities of high performing organizations are simple, intuitive and understandable. However, for an organization to acquire the title, it needs prior deliberations, extensive research, detailed planning, put maximum efforts and more often than not entails changing partially or completely embarking on organizational behavior change (Hillgren & Morse 9). The authors have outlined four performance criteria characterized in all high performing organizations globally as; a). Direction This element identifies what is important to the organization and what is not. High performing organizations understand where they are coming from, the positions they hold presently and where they anticipate being in the foreseeable future (Light 173). In the element of direction, it entails three basic components that are practiced and engraved in high performing organizations’ portfolios (Hillgren & Morse 9). Visions are components that high performing organizations are particular about. Their visions are well articulated and communicated to the stakeholders (Heinemann 31). Compelling and great visions are which that inspires employees to work harder for the success of the firm. Values are the other component that identifies what an organization holds special, and dictate how decisions are made, problems are solved and policy making and implementations are carried out (Glaister et al., 185). High performing organizations values are well distinguished. Their values are not only embedded on the organization behavior, but the management work by examples and are role models, to be emulated by the employees, by developing systemic and informal feedbacks which measures the effectiveness of the chosen behavior/ values (Hillgren & Morse 9). Moreover, employees who actively and obediently use the approved organization behavior and values are noticed and rewarded for it. Metrics is the third component of direction. According to Hillgren and Morse, high performing organizations have spell out metrics that contain clear organizational priorities which are well understood by the employees and the senior management. Metrics are based on values which are across all levels and functions of the organizations, their priorities always remain constant and are aligned either vertically or horizontally, focused on the purpose of the organization (Walrand & Varaiya 284). b). Competence This element of performance criteria as presented by Hillgren and Morse refers to the ability of an organization to achieve the set goals and live up to its vision and mission statements (Hillgren & Morse 9). The competence of an organization is influenced by the ability of an organization to acquire functional skills and knowledge imperative to carry out duties and work, training employees on all levels the need for team-building and team work cultures, and empowering employees to have work management skills (Glaister et al., 118). Work management skills entails having skills in making sound decisions, solving problems, thinking critically and ensuring work continues without supervision (Light 254). Moreover, competence is influenced by employees acquiring information regarding the organization’s financial status which aids them in making effective decisions (Klitgaard et al., 639). High performing organizations therefore ensures that they have functional skills to allow work flow, initiate team building cultures, empower employees with work management skills and allow employees to access reports and information regarding their organization’s financial status(Walrand & Varaiya 517). c). Opportunities Employees more often than not, experience stagnation, are unable to grow and explore and are unable to exhaustively work to their fullest potential because of inadequate resources, are not empowered thus lack authority and are subjected to inadequate work processes(Light 244). High performing organizations have eliminated this by barriers by ensuring that employees are given the correct level of authority to be able to effectively carry out their duties, have clearly stipulated boundaries to which employees are not supposed to push themselves over (Hillgren & Morse 9). Additionally, establish work processes that propel performance, and avail finances, time, technology, information among other resources that help employees do their work (N.S.W.D.P. 14). d). Motivation Employees need to be constantly motivated in order for them to work extra hard, generate ideas that help initiate new products that help organizations have one foot in front in the market places (N.S.W.D.P. 7). Employees should be able to identify the efforts of the management to reward good results and reprimand poor results and not to do the contrary. According to the authors, management is known to punish those who do the right things and reward those who do the wrong things (Hillgren & Morse 9). Lack of motivation is caused by policy making and implementation, values and work processes that instead of rewarding performance ignore it or alternatively do not appreciate it. According to (Walrand & Varaiya 432), high performing management ensures employees are motivated by ensuring that employees enjoy the work that they do, reward work well done, make employees understand what is needed to ensure success, inform stakeholders on how the organization as a whole is doing. That is, good profits are translated to benefits on employee’s wages and use reinforcement programs that are relevant to the performer (Hillgren & Morse 9). Motivation process entails integrating specific and approved values and behaviors, developing systemic and informal feedbacks and implementation of relevant reinforcement programs (U.S.G.A.O 23). How the performance of my organization compares with the four performance criteria identified by James Hillgren and Edward Morse I work for a mobile telephony company that has reputed itself as a high performer, a leading market provider of converged communication solutions in the information and communication industry, with an in depth understanding of data, video, and voice requirements thus offering smart solutions to our clients. The company has a corporate responsibility of giving back to local communities in the sectors of health, education, sports, environment, arts and culture. The company recorded more than 35 million clients globally, had consolidated revenues of more than 3.5 billion, and net income inclusive of capital gains amounted to more than 3 billion during the third quarter of its financial year ending 30th Sept 2010. I will compare characteristics of high performing organizations as explained by Hillgren and Morse, and the qualities my organization has, based on the four performance criteria. a). Direction High performing organizations understand where they have been, where they are and where they are heading (U.S.G.A.O 13). My organization has spell out mission statements and vision based on where the organization has come from and where it is heading. The vision of the organization is to connect the world at affordable rates while offering quality products and services. The management has integrated employees to the vision by conducting in-house training, seminars and conferences. The organization values are to offer consumer-friendly services and products, empower employees through decisive promotions based on merit and performance and fostering team work. It values team work as illustrated by team functions organized periodically through out the year. Employees especially those on field work, are sent in group of two or three people. The management has made sure values of integrity, honesty and respect are a way of life in the organization in the way people report to work, operate, transact and handle clients (U.S.G.A.O pp7). It has developed systemic and informal feedback through its 24/7 customer service department through which clients present their comments and complaints, and has allowed eased access of its products and services through the web. The organization management lead others by example, reward employees who present best value-based behavior, have clearly stated value metrics, and management and employees work on priorities set focused to achieving the goals and objectives laid down. b). Competence Although the organization has been faced by rapid changes of politics, economy, finance, technology and stiff competition from international mobile telephone companies, it has been able to achieve anticipated outcomes (Heinemann 132). This has been done through employing skilled and experienced workers, and regular in house training to help employees adapt to new job requirements and technological needs (Hillgren & Morse 9). Moreover, the organization has fostered culture of working as a team by taking collective responsibility when the firm succeeds and the same attitude when encountered by barriers and failure. The management has embarked on empowering the employees by training them work management skills on how to solve problems like IT problems during night duties, making decisions and how employees can be their own bosses. Additionally, the organization has increased competence by making available information on financial status of the company to employees, this is felt when employees are given dividends and benefits when the company does well, and are informed when the company is not doing well financially. c). Opportunities High performing organizations eliminate barriers that inhibit employee growth, and inability to exhaustively work to their fullest potential such as inadequate resources, lack of authority and are subjected to inadequate work processes (U.S.G.A.O 15). They do so by ensuring that employees are given the correct level of authority to be able to effectively carry out their duties, have clearly stipulated boundaries to which employees are not supposed to push themselves over and establish work processes that propel performance (Heinemann 53). Moreover, they avail finances, time, technology, information among other resources that help employees do their work (Hesselbein & Johnston 102). My organization has succeeded in doing exactly that. It not only concentrates on leveraging work processes but leverages people. They offer them space and time to grow, has allowed employees to do further studies to improve their skills and knowledge, employees are given necessary authority to do their work without interference, though some supervisors have been reported to intimidate new employees and sexually abusing female colleagues. The organization has fallen short in establishing work processes that propel performance. Although it has seen improved employee and customer satisfaction, it has not reached the anticipated financial performance and has not fully aligned itself against competition. d). Motivation As explained by the authors Hillgren and Morse in their article ‘High Performing Organizations,’ high performing organization establish a motivating ecology where policies, work processes, and rewards are geared towards appreciating what is good and reprimanding what is wrong and not vice versa (Hillgren & Morse 9). They do so by ensuring that employees enjoy the work that they do, reward work well done, make employees understand what is needed to ensure success, inform stakeholders on how the organization as a whole is doing (Eigenhuis & Dijk 212). That is, good profits are translated to benefits on employee’s wages and use reinforcement programs that are relevant to the performer (Hesselbein & Johnston 34). Moreover, motivation process entails integrating specific and approved values and behaviors, developing systemic and informal feedbacks and implementation of relevant reinforcement programs (Light 144). My organization has scored on a scale of 1-100, 50. This is because casual employees are constantly complaining about pay delays, unpaid commissions and lack of consistency of operations. Some employees do not clearly understand what they ought to do to accomplish results and some managers have been faulted for promoting friends or persons of their liking rather than through merit and good performance. Good sales performers have been sacked for failing to achieve target by minimal numbers. The organization has severally failed to inform stakeholders of its financial standing. Lack of motivation and morale has led to increased regular employee turnovers, and poor service delivery to clients who then switch to other mobile networks. Conclusion High performance refers to success in achieving financial results, having employees who are motivated, achieving optimum customer satisfaction and offering customer service in order to learn the consumer, know there problems and understand their tastes and preferences thus being able to effectively and efficiently serve them well. High performing organizations as presented by Hillgren and Morse have similar characteristics. These characteristics include having direction which entails having clearly stated visions that are explained and understood by the employees, their policies and work processes are embedded on organization values and behaviors, and operations are driven along value-based metrics, priorities and set purposes. Such organizations are competent in achieving the anticipated outcomes, providing employees with opportunities to grow and explore their skills and knowledge and offer a motivational ecology. My organization has been able to effectively instill values, priorities, value-based metrics that are geared towards achieving its vision. The firm has instilled competence by initiating team work, provided opportunities for employees to grow by allowing them to seek further studies. The firm however, has failed to motivate her employees illustrated by increased employee turnover and clients switching to other mobile networks. References Eigenhuis, A. Dijk, R.B. High Performance Business Strategy: Inspiring Success through Effective Human Resource Management. London: Kogan Page Publishers. 2007. Glaister, K.W., Husan, R., & Buckley, P. J. Strategic business alliances: an examination of the core dimensions. Camberley: Edward Elgar Publishing. 2004. Heinemann, B.W. High Performance with High Integrity. Harvard: Harvard Business Press. 2008. Hesselbein, F., Johnston, R. On high performance organizations: a leader to leader guide. San Francisco: Jossey-Bass. 2002. Hillgren, J. & Morse, E. 'High performing organizations.’ London: Executive excellence. 1998. Klitgaard, R.E., U.N.C.P.S., P.R.G.S. High-performance government: structure, leadership, incentives. London: Rand Corporation. 2005. Light, P.C. The four pillars of high performance: how robust organizations achieve extraordinary results. Montreal: McGraw-Hill Professional. 2005. N.S.W.D.P. Performance criteria: draft guide. England: NSW Dept. of Planning. 2006. U.S.G.A.O. High-performing organizations: metrics, means, and mechanisms for achieving high performance in the 21st century management environment. Washington: U.S. Government Accounting Office. 2004. Walrand, J., Varaiya, P.P. High-performance communication networks. Melbourne: Morgan Kaufmann. 2000. Read More