Managing People Performance - Assignment Example

MANAGE PEOPLE PERFORMANCE By Student’s Name Course Code Class Institution Date A1 1. Before allocation of resources, strategic planning is done through research to determine the need for the resource, the compatibility of the resource to the need identified in the work process, the merit of the resource and the potential achievement of the resource in line with the goals and objectives of the organization. 2. Business resources a. Financial resources b. Human resources c. Inventory d. Technological resources e. Tools and equipment f. Machinery g. Intellectual resources h. Natural resources i. Social resources j. Legal resources 3. An organization cannot exist without the resources that influence production. Despite the importance of human resources there is need for other resources that go along with the human skill enable business production and improve work output. One instance is machinery which speeds up the process of production and information technology that manages most of the systems of the organization. Resources therefore act both independently and are interdependent on each other for the production of resources. A2 1. An operational plan is important as it outlines the business processes of the organization and ensures that the processes make a product that will be successful in the market place. A3 1. During work allocation a position is identified that needs to be fulfilled for the organizational processes to run on. A position review is done to determine the specifications and the roles and responsibilities of the position. The vacancy is then made public for interested candidates to apply. Following the application recruitment takes place then selection of the appropriate candidate. The appropriate candidate is determined through consultation from previous work and merit. The candidate is also reviewed to determine their compatibility with the role and the goal of the organization. 2. Description of the work is compared to the merits and capabilities of the candidate. The candidate needs to meet the class specifications of the job to be selected. 3. Using of a project plan to allocate work is important for developing better estimates, avoiding conflicts and improving the efficiency of scheduling in the project. A4 1. A code of conduct is a guideline that identifies a particular way for employees to carry themselves out in the work environment (Purce, 2014). The code of conduct covers requirements of dressing in the organization, language, time, definition of work activities and organizational culture. Employee adherence to the code of conduct helps to grow them professionally which benefits the organization in the long run. The professional environment ensures that employee energy is directed towards productive performance of activities and thus active employee engagement which leads to organizational success. 2. Productive employees are fully engaged in their work and committed to providing the best in the performance. The employees see a strong association between the success of the organization and their career prospects. Factors that affect employee work output however include work environment, physical state, religious beliefs, political affiliations and employee background and hoe environment (Jackson et al, 2014). Given the numerous factors that could influence productivity, employees are therefore subject to performance inconsistency which affects overall organizational operations. A5 1. A performance management system involves elements and processes that aim to achieve the goals of the organization through maximization of the productivity of employees (Armstrong and Taylor, 2014). The system accomplishes organizational strategies through measurement and improvement of the employee workforce. The effectiveness of a performance management system is achieved through setting goals and values and relating the two to effect performance. 2. The measuring and monitoring of individual work performances provides information on the present use of business resources and shows the current state of performance against what is expected of the employees (Storey, 2014). As such the resources are controlled and improved on before the situation affects the entire business. A6 Contingency plans provide backup to the current system at a minimal cost. All systems are prone to some form of difficulty, crash or malfunction. Human beings are especially more vulnerable to a wide array of factors thus making their presence and performance risky to any business. In the event of unsatisfactory performance or the inability to perform, contingency plans enable the performance process to go on as the management seeks for a solution to the current problem. Contingency plans are furthermore a strategic plan for the management of risks caused by resources. A7 1. Processes such as appraisal and training of employees are part of the performance management system. The objectives of the processes need to be set to achieve the overall vision of the organization. Employees may be trained to develop professionally but the criteria used should tailor the training towards the standards needed for the organization so that the employee is a resourceful professional who has vested interest in the success of the organization. 2. a) Performance evaluation helps in human resource planning through assessment of the employee skill thus determining where changes need to be done (Paille et al, 2014). The evaluation recognizes the need for training and development among the employees. Through the feedback from appraisals the human resource issues such as complaints and discomfort in work areas can be addressed and conflicts resolved through the information from the problems involved. Evaluation of performance is additionally significant in helping employees to plan and develop their careers and determine their potential. 1. b) The 360- Degree feedback evaluation method assesses employee performance from several levels within the organization as well as from external sources. The shift of responsibility of evaluation to more than one person helps to minimize bias and reduce errors thus providing accurate appraisal results. A8 1. Due to rapid changes in the current business industry there is need for constant monitoring and evaluation of the performance of employees. It is also easier to make solid implementations when the appraisals are done regularly. 2. Both appraisers and appraises need training on giving and receiving feedback so as to avoid uncertainty and conflict. Appraisers need training on how to conduct the appraisals interviews and rating of employees. The employees on the hand need training on what to expect in the appraisal so that they are prepared for results that go either way. Furthermore, employee preparedness helps them to take the results positively and get encouragement to improve on their performance. 3. Formal performance appraisals usually take place at specific intervals such as yearly, semiannually or quarterly. The informal part of the appraisal should however be continuous such as coaching and mentoring of employees in the organization. A9 1. Recognition of the work of employees can be done through the creation of reward systems. Rewards help to motivate employees to improve on their performance and sustain good performance. The reward system can be used as well in the appraisal and accompany performance goals. 2. Performance management system works on the development of employee capabilities to their best through providing avenues for habitual and effective feedback. Effective feedback is a two way process and it helps to regularly monitor performance and provide for prompt changes where needed. 3. Formal feedback involves department meetings, status reports, and small meetings during projects while informal feedback consists of meeting over meals with fellow employees, meeting in the arising of a situation and stopping by a colleague’s desk. A10 1. In order to address the complaints forwarded by other staff and customers regarding Sue, I will investigate on her attitude towards her job as one of the performance areas, her cooperation with other staff members and her style of working towards customers. 2. I will call Sue to an administrative office in an official capacity and inquire on her recent feeling towards work. If she opens up on the current situation then I will give my advice based on her information. If she does not open up I will inquire on whether she is aware of her recent unsatisfactory performance and lack of cooperation with other staff members. 3. I will tactically inquire form other staff members on the overall performance of their colleagues to avoid singling out Sue in the discussion. I will also look at staff and customer feedback notes left at the suggestion box for the organization 4. Based on the investigation, should it turn out that the poor performance is true I will seek the agreement or denial of Sue on the evidence given. Her reasons will determine whether I suggest a break or forward the issue to my superior. A11 1. Coaching involves the process of allowing for learning to take place and ultimately the improvement of performance through an individual that has the necessary skills appropriate to the learning context. Mentoring on the other hand involves helping an individual move from one significant step to the next while providing guidance. The two criteria help employees to manage their performance through initiating commitment and maintaining a positive regard towards performance throughout their job tenure. A12 2. Records of performance are a resource in that in that they can be used as referrals for planning the human resource of an organization. The information provided can additionally be used as a meter to measure future performances against it. Cumulative records can be programmed using statistical data to display progress as well. A13 1. Human resource proficiency is important in ascertaining discrepancies in performance and setting the levels of improvement needed for the respective performance (Boon et al, 2014). Expertise in the sector will enable the human resource manager to resolve any conflict between the improvement expectations of the management and employees by following a formal procedure for implementing the procedure. 2. Performance issue identified a. Informal meeting b. Review of informal meeting c. Proceed to formal meeting d. Determination of performance standards e. Action plan f. Follow up review A14 1. Recognition and reward of excellent performance is strategic in appreciating exemplary work. They can be done through giving of gifts, holiday packages, and acknowledgement in meetings, promotions and pay increase. Promotions and pay increase are however the best methods of motivating employees as studies show that employees regard pecuniary benefits with more interest than the rest of benefits (Cummings and Worley, 2014). 2. Mentoring and coaching helps employees to feel valued thus enhancing their morale and ultimately their productivity. The processes are two dimensional in that they develop both the individual employee and the objectives of the organization at large. With continuous mentoring and coaching employees seek to maximize their potential thus effecting their work engagement and ultimate productivity. A15 1. Performance counseling advises the employee on the inadequacy of their performance followed by ascertaining the reasons why the performance is not up to standard. The counseling further reveals what Is not acceptable based on the performance of the employee and specifies what the employee is expected to do in the future. A warning is lastly issued should the employee fail to perform as per the required expectations. 2. Disciplinary action following lack of improvement may involve demotion or termination of employment. In the case where the employee demoted improves then they can be promoted later if their work progresses. Employees who totally fail to improve are a risk to the organization and could cause difficulty that affects a third party which may lead to litigation. The management therefore has the responsibility of terminating a work contract of an employee whose work is unsatisfactory and not willing to change. 3. Five options to aid employees in resolving performance issues a. Counseling b. Provision of a work break c. Performance improvement plan d. Job transfer e. Job separation A16 Documentation of concern Action plan PIP solution Extending PIP Alternative ending Scenario 1 employee performance affected by nasty divorce lack of enough funds for child care Provision of a short break Counseling Observation of employee progress Scenario 2 Low quality rating of performance Training Coaching Coaching Termination due to lack of improvement Scenario 3 Low quality rating of performance Counseling Transfer of job Scenario 4 employee has indulging in too much alcohol and is intoxicated at work Counseling Coaching Warning Termination due to erratic behavior Scenario 5 unsatisfactory employee performance Transfer of job SA1 1. Lawsuits may easily arise from evaluations that have been done unfairly. Organizations need to have an appraisal that is legally defensible. Both the management and employees may be victims of litigation from failing to fulfill the terms of the appraisal that have been indicated and certified by a legal body. Management can also face lawsuits from retaining an employee whose performance is unsatisfactory especially if the performance injures a third party. Appraisals should thus be done within the boundaries of the legal system and conditions that can be defended in court. 2. During the development of performance plans there is need for goals to be put in place for the performance expectations. These goals need to be in line with the organizational objectives. Behavior of employees needs to be investigated as well before the implementation so that the change can be monitored afterwards. Effective feedback additionally provides information on the progress of the plan so that decisions can be made the next action to take place. 3. A performance management system involves elements and processes that aim to achieve the goals of the organization through maximization of the productivity of employees. The performance appraisal provides an avenue for changes which engineer improvement in the employee work force. 4. An effective performance management system basically encourages better performance, facilitates for the development of the employee and assists organizations in making decisions that concern the human resources and the implementation of the overall business strategy. 5. The process of performance appraisal involves establishment of the goals for the appraisal, establishment of criteria and communication to the employees, examination of the work, evaluation and the discussion of the appraisal with the respective employee (Cummings and Worley, 2014). 6. Managers need to be aware of the terms surrounding termination especially in the legal context. Unfair dismissal warrants litigation therefore before the deed is done there needs to be defensible evidence that shows the employee has not fulfilled the terms of the job requirement and is not willing to improve despite, counseling, coaching and warning from the employers. 7. a) Employee feedback is a certain way of gauging the present state of the organization. It can therefore be used to measure the current performance of the organization against the goals and objectives. The feedback additionally reveals a healthy communication especially if it is two way and involves respect on both sides of the organization. b) Documentation of performance provides a resource where referrals for planning the human resource of an organization can be done. The information provided can additionally be used as a meter to measure future performances against it. Cumulative records can be programmed using statistical data to display progress as well. c) Reporting of performance issues ensures healthy communication within the organization and ensures that the right departments and personnel receive the necessary information on performance to effect improvement where needed. d) Staff development occurs when a performance gap is identified in the evaluation and training and motivation done to facilitate improvement in the areas where it is lacking. SA2 1. Considerations during resource allocation and drawing up work plans a. Goals and objectives of the organization assist the employee to determine the direction of the company and their targets and such help them to align their performance towards meeting these goals. b. Managers understanding of the needs of the needs of the performance and the skill and experience required to fulfill an employee role helps them to assign work on the merit of competence so that the role is adequately fulfilled c. Operational needs are measured against the capabilities of the personnel to determine if they can satisfactorily meet the requirement of the business function and develop the organization as well. d. Efficiency of the employees and of the overall process ensures that productivity is maximized and an overall success in the organization. Efficiency of the work plan additionally assists the employees to monitor their performance and improve on where their work seems unsatisfactory. e. A budget that shows the expected cost of the resources and the time required to execute the improvement plan against the prospects of a successful outcome is cost effective in nature thus significant to the allocation of the resources. f. Consultation with employees present in the establishment on the allocation of resources reassures them that their opinion is valued. Managers also consult with their seniors to provide guidance and clearance for the allocation of the resources. 2. a. KPIs (Key performance indicators) involve small indicators of the key targets in the organization. They are linked to the organizational strategy and make complex strategic goals more consequential and comprehensible to every stakeholder in the business. b. An effective performance management system is lined to the strategies of the organization and the overall business function. The system seeks to improve the overall performance of the employees while developing them and thus enhance productivity in the organization. c. A code of conduct is specified within the organizational environment and other functions that are part of the organizational operations. Codes of conduct basically require that employees recognize professional boundaries in the workplace. The code further emphasizes that employees act in ways that show integrity and present a valuable image of the organization in front of their colleagues and other individuals. The code of conduct covers requirements of dressing in the organization, language, time, definition of work activities and organizational culture. Employee adherence to the code of conduct helps to grow them professionally which benefits the organization in the long run. The professional environment ensures that employee energy is directed towards productive performance of activities and thus organizational success. d. Regular monitoring and evaluation of employee work maintains a high level of performance discipline among the employees and creates a routine that easier to follow. The regularity helps to cope with changes in time as well. e. Employee recognition increases employee productivity and employee engagement. Engaged employees align their career prospective to that of the organization thus providing effective work and important feedback that is necessary for the success of the organization. f. Poor work is effectively managed through evaluation followed by improvement and development plans. Managers need to view the correction of poor performance as an opportunity to coach, mentor and develop their personnel. g. Apart from the termination policies of the organization, other factors such as human rights and labor standards feature into the into the termination process. There should be a just cause in the termination aside from cases where there is an agreement on the ending of a contract. Most reasons for termination fall under indiscipline and incompetence. The employee is given room to improve with warnings but on failure then termination mostly takes place. Reference List Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers. Boon, C., Belschak, F.D., Den Hartog, D.N. and Pijnenburg, M., 2014. Perceived Human Resource Management Practices. Journal of Personnel Psychology. Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning. Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), pp.1-56. Paillé, P., Chen, Y., Boiral, O. and Jin, J., 2014. The impact of human resource management on environmental performance: An employee-level study. Journal of Business Ethics, 121(3), pp.451-466. Purce, J., 2014. The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67. Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals). Routledge. Read More