HR Strategic Performance Management - Department in the South Australia State Government - Case Study Example

Performance Management in the Public Sector Abdulhamid Hussain Alwabari 09/05/2016 Executive Summary One of the Departments in the South Australia State Government has seemingly been found to be experiencing a number of performance management issues. These issue range from low employee morale all the way to lack of implementation of the Policy on Performance Management in the Public Sector. A HR Strategic Performance Management Plan is necessary in order to help solve the situation in the Department. The recommendations made are geared towards alleviating the identified problems in this State Government Department. In conclusion, therefore, Performance Management should be taken seriously by any organization or Department so as to boost organizational performance. Table of Contents Executive Summary 1 1.Introduction 3 1.1 Purpose 3 1.2 Authorisation 4 1.3Method of investigation 4 2.Background 4 2.1 Introduction 4 2.2 Theoretical Perspectives 5 3.Major HR challenges 6 4.HR Strategic Performance Management Plan 7 5.Conclusion 9 6.Recommendations (HRM solutions) 9 Bibliography 13 1. Introduction 1.1 Purpose The purpose of this report is to provide information related to an analysis of the performance management system and practices within the XYZ Department. 1.2 Authorisation This report has been authorised by the Director XYZ Department of State Government of South Australia and has been written by Abdulhamid Hussain Alwabari, the Director of Human Resource Management. 1.3 Method of investigation Various texts and journals Government of South Australia (n.d.). South Australian Public Sector Values and Behaviours Framework. Available at: http://publicsector.sa.gov.au/wpcontent/uploads/20150710-Public-Sector-Values-and-Behaviours-Framework.pdf 2. Background 2.1 Introduction First and foremost, I am glad to have recently joined this Department as the Director of Human Resources. Having thoroughly viewed and analysed the Department’s recent Staff Satisfaction and Organizational Surveys as well as exit interview information, I have observed a number of concerns that I strongly feel should be addressed in order to manage the performance of the staff in this Department. To begin with, there are low levels of morale and motivation amongst staff members in this department. Secondly, bullying and harassment is quite prevalent compared to the levels in other Government Departments. Thirdly, there is lack of effective induction linked to strategic and operational plans, job descriptions, and goals. Fourth, despite there being a Performance Management Policy in place in this Department, it is implemented in an ad hoc basis within the Department. Fifth, there is staff dis-empowerment arising from lack of discussions on Continuous Improvement strategies. Finally, sufficient funds are not being spent on training and development across the Department. All these are Performance Management issues I strongly feel should be addressed in order to make this Department not only for the staffs working here but also for the sake of the results that the public expect to be offered by this Department. 2.2 Theoretical Perspectives According to Dooren, Bouckaert, & Halligan (2010), performance management is one of the strongest pillars that hold any organization together (O'faircheallaigh, Wanna, & Weller, 2000). It essentially ensures that the organization is focused on the end result of its organizational goals based on how it handles or deals with its employees. While performance in the public sector may not necessarily be similar from that in the private sector, it is critical to take note of the fact that the approaches that may be used to manage the performance in both sectors may somewhat be different (Daniels, 2004; Dooren, Bouckaert, & Halligan, 2010; Aquinis, 2014; British Columbia, 2004; Hope, & Player, 2012). Performance management may be defined as the mechanism by which a collective discussion is triggered between the employees and managers of a particular organization with a view to planning, monitoring, and evaluating the overall work objectives of an employee and their value addition to the organization in question (Singh, 2004; Minnaar, 2010; Van Der Waldt, 2004). Based on the above background information about the status of performance management in this Department, this paper seeks to discuss the development and drawing up of plans for the implementation of an effective, integrated “Best Practice” Performance Management System across the XYZ Department – one of the State Government Departments in Australia. 3. Major HR challenges As may have been briefly highlighted in the background section of this report, the XYZ Department faces six main Performance Management challenges. First, it is observed that employees in this Department are highly demotivated and lack morale to work towards high performance. Secondly, it is observed that there are high levels of bullying and harassment claims in the Department when benchmarked against other Government Departments. Thirdly, it is also observed that there is lack of effective induction linked to strategic and operational plans, job descriptions, and goals as well as ambiguity with regards to the performance targets within the organization. It has also been observed that Performance Management Policy is not being implemented as much as it should. This is based on the fact that while some managers implement the system in a professional way, others seem not to take it with the seriousness it so deserves hence leading to an ad hoc implementation of the Performance Management Policy. Fifth, upon taking the Organizational Climate surveys, it was observed that some staff members had not sat with their manager for a formal review for at least 18 months. Ideally, this means that they have not been able to discuss Continuous Improvement for either or their own skills/personal development needs and career aspirations. For that reason, the staff members have been left feeling de-valued and dis-empowered. Finally, it has been observed that the XYZ Department spends almost nothing on training and developing its staff members. All these are Human Resource issues that ought to be addressed in order to make this Department a better workplace for its employees. Consequently, such Performance Management plans are expected to improve the overall output from the staff members in the XYZ Department. 4. HR Strategic Performance Management Plan The HR team to develop and implement a Strategic Performance Management Plan and to ensure strict adherence in line with legislation, policies and procedures as follows: This being a Department in the State Government of South Australia, the South Australia Public Sector Act of 2009 will be prudent especially in enhancing the performance management of the Department. According to Edwards (2012), the South Australia Public Sector Act of 2009 seeks to make provision for employment, management, and governance matters relating to the public sector of the State and for other purposes. "According to the Act, Section 8 of the Public Sector Act 2009 sets out transparent requirements to establish and enhance formal performance management development and management processes across the South Australian public sector (Edwards, 2012)". "Section 8 of the Public Sector Act 2009 sets out clear requirements to establish and maintain formal performance development and management processes across the South Australian public sector hence directly applying to this Department. This section has four main provisions that drive the above-illustrated HR Strategic Performance Management Plan i.e. 1- Each public sector agency must establish and administer effective performance management and development systems in respect of the employees of the agency, 2- Performance management and development must be directed towards advancement of the objects of this Act and observance of the public sector principles and code of conduct, 3- Performance management and development must be integrated with the agency's employment practices and inform its employment decisions relating to particular employees, and 4- Each public sector agency must make information about its performance management and development system available to employees of the agency". SEE ATTACHED STRATEGIC PERFORMANCE MANAGEMENT PLAN – Appendix 1 5. Conclusion In conclusion, therefore, Performance Management should be the core driver of any organization. As it is, this spirit largely lacked in this Department hence prompting the magnification of other performance management related issues such as low morale and lack of trainings. The above HR Strategic Performance Management Plan gives a clear and concise mechanism on the linkages between the identified problems in the Department, the objectives set for the performance management, the specific timelines, and the expected outcomes of the performance management strategy. Overall, other than understanding and quoting the South Australian Public Sector Policy 2009, this Department has the responsibility of ensuring the policy implementation as well. 6. Recommendations (HRM solutions) In line with the HR Strategic Performance Management Plan illustrated above, the following recommendations are worth taking into account in order to restore the six identified concerns within the Department in question. It is strongly recommended that: The Department should effectively engage its employees in performance management and development processes so as to help boost their morale and motivation at work, within a period of not more than 6 months. The Department’s managers should ensure the strict implementation of the Performance Management systems within a maximum of 12 months so that such issues as bullying and harassment can be minimized in the Department. The managers should ensure that both themselves and the employees adhere to the set performance goals, objectives and principles so as to avoid ambiguity in performance targets, goals, job description, and objectives within the Department, in a period of not more than 3 months. Training and development in the Performance Management System and principles be implemented for managers and staff within 3 months Training in bullying and harassment be implemented for managers and staff within 3 months Department funds be released to support training and development of staff, linked to performance appraisal feedback and professional development plans Managers should recognise and appraise the agreed outcomes by providing balanced, objective, and constructive feedback about performance so that there is Continuous Improvement not only among the employees but also in the entire Department as well. It is highly recommended that the managers should put into place mechanisms and opportunities through which employees can have access to appropriate information and opportunities for knowledge and skills development within a period of not more than 12 months. Key Objective Timelines Actions Expected Outcomes To boost the levels of morale and motivation among the employees Within 6 months Boosting the levels of morale and motivation among the employees A positive approach to the management of people and increased job satisfaction Fair recognition of the contribution of individuals and teams to the success of the department To eradicate instances of bullying and harassment claims among employees in XYZ Department Within 12 months Eradicating instances of bullying and harassment claims among employees in XYZ Department A cohesive work environment where no one bullies the other colleagues in the Department To increase induction trainings to staff members on strategic and operational plans Within 6 months Increasing induction trainings to staff members on strategic and operational plans Clarification of work roles, tasks and outcomes for individuals and teams Effective and strategic operational plans for the Department To establish elaborate Job Descriptions, goals, and performance targets for employees Within 3 months Establish elaborate Job Descriptions, goals, and performance targets for employees Clarification of work roles, tasks and outcomes for individuals and teams Development of clear, measurable, and achievable performance targets for every staff member To enforce the implementation of Performance Management Policy by both managers and employees within the Department Starts immediately Enforcing the implementation of Performance Management Policy by both managers and employees within the Department A Performance Management Policy that is strongly adhered to and that is considerate of both staff members as well as managers in the Department To develop and strictly implement clear and elaborate Continuous Improvement Plans for all employees in the XYZ Department Within 6 months Developing and strictly implement clear and elaborate Continuous Improvement Plans for all employees in the XYZ Department A systematic provision of skills and personal development & career planning opportunities To develop regular and tailored trainings and development platforms for staff members in the State Department Within 12 months Developing regular and tailored trainings and development platforms for staff members in the State Department A systematic provision of skills and personal development & career planning opportunities Bibliography Aguinis, H. (2014). Performance management. Pearson. British Columbia. (2004). Notes on public sector reform and performance management, Australia. Victoria, Office of the Auditor General of British Columbia. Daniels, A. C. (2004). Performance management: changing behavior that drives organizational effectiveness. Atlanta, GA, Performance Management Publications. Dooren, W. V., Bouckaert, G., & Halligan, J. (2010). Performance management in the public sector. London, Routledge. Edwards, M. (2012). Public sector governance in Australia. http://www.jstor.org/stable/10.2307/j.ctt24h92b. Government of South Australia (n.d.). South Australian Public Sector Values and Behaviours Framework. Available at: http://publicsector.sa.gov.au/wp- content/uploads/20150710-Public-Sector-Values-and-Behaviours-Framework.pdf Hope, J., & Player, S. (2012). Beyond performance management: why, when, and how to use 40 tools and best practices for superior business performance. Boston, Mass, Harvard Business Review Press. Minnaar, F. (2010). Strategic and performance management in the public sector. South Africa, Van Schaik. O'faircheallaigh, C., Wanna, J., & Weller, P. (2000). Public sector management in Australia: new challenges, new directions. South Yarra, Macmillan Education Australia. Singh, S. M. (2004). Performance management in the public sector. Toronto, Thomson Carswell. Van Der Waldt, G. (2004). Managing performance in the public sector: concepts, considerations and challenges. Lansdowne [South Africa], Juta. Read More