Manage Performance Management System - Assignment Example

Student Name Tutor Title: Manage Performance Management System Institution Date 1) Role and relevance of the organizational goals, objectives and key performance areas in developing performance management systems for the stock and delivery section. The roles and relevance of CoPro supermarket is to ensure that the customers are satisfied with the goods and services offered which is also the main objective of the business. This will not only ensure the enterprise becomes profitable but it will also ensure that it emerges the best business enterprise in the locality. It will enable it to be above its competitors and thus firmly command the market share in the region. This however, can only be possible if the stock and delivery section is streamlined in order to enhance performance. The business is responsible for the provision of quality goods and services in the stock and delivery section and as such the quality of the goods in the store have to be clearly established in order to conform with the government set standards and that can be done by the established quality control section. The objective of the research is to establish the commodities that are required in the market and the customer satisfaction. The research section will comprise of sales and marketing professionals who will mainly carry out the market survey. The team leader will provide technical support where necessary when carrying out the market survey while the human resource manager will provide material and financial support (Aubrey, 2004). Performance management system will be important in the running of the supermarket by ensuring that the rate of service provision is faster than before. The performance management system is useful in ensuring that the staff complies with the regulations and each one will know clearly what is required of them and thus a form of performance contract will be established. The management system will also enhance standardization of goods and services in the stock and delivery section and thus meeting the national and even the international standards. This will not only promote customer satisfaction but will ensure sustainability of the business. The profit level will be increased which will be generally good for the business (Vroom, 1990). 2) Policies, standards and codes that apply when developing the performance management system. In order for the performance management system to succeed, some policies needs to be established, standards needs to be observed and codes maintained at all times. It will be mandatory for each staff member to sign a performance contract as one of the policies of performance management so as to ensure goals set for them are accomplished. This will also require feedbacks from the assistant manager on daily basis to the team leaders. The assistant managers shall also be responsible of maintaining records and monitoring of junior staff. The staff must adhere to the codes that are laid down in order to enhance the performance of the supermarket. The codes may include the code of ethics within the supermarket premises in order to avoid negative publicity thus affecting the customers. Codes of dressing may also apply during working hours. Standards have to be maintained high at all times and they include the hygiene standards in the stock and delivery section and also the accepted standards of goods should be maintained at all times. This will enhance the performance management. Use of modern technology to boost standards will also be enhanced (Aspire Learning Resources, 2010). 3) Legal issues to be taken into account by the team when developing performance management system. Legal issues may arise in the course of discharging the performance development management. This may involve the junior staff and the managers who are the supervisors. Due to the strict guidelines in performing the performance management system an issue of discrimination between the supervisors a junior staff may arise due to misunderstandings. This in turn may lead to unlawful dismissal of staff and thus attracting damages to be paid to the dismissed staff. All these legal issues should be addressed in the office. However, any employee has aright to file his or her case in court. In the event of this the court order will be respected. This will therefore require harmonious relationship with each other to avoid court issues (Aubrey, 2004). 4) Processes, tools and procedures used to provide feedback to individual performance. a) Monitoring performance of individual team members can be done through thorough supervision of the staff members on day to day basis. This will ensure that the staff performs his or her duties with dedication. b) The measurement of the performance of each team member can be done by various means such as developing a score card for each team member and assigning them duties while awarding them points according to how they have performed. c) Reviewing the performance of each team member can be done by the assessing the accomplishments made by each team member towards achieving the goals. 5) Illustrative explanations for a team member Clerk Performance Objective Keeping records of goods on arrival and out of the store. Ensure good are stored in their respective areas. Report any problems noted in the store to the assistant manager. Ensure the store is clean. Ensure the managers’ work is typed. Action plan The clerk should be on duty in time and avoid any lateness or absconding duty. The Work place trainer should train the clerk on database management in order keep accurate records Training of the clerk in public relations 6) Preliminary plan of action to prepare the team for performance standard, indicators and objectives The following steps will be undertaken to prepare the staff for performance management system. Step 1 Educating the staff about the role of performance management system in improving services in the supermarket and will also involve a seminar. This will ensure that the employees are mentally prepared to undertake the tasks ahead of them. Step 2 Explaining to each member what their roles will clearly be including the dos and do not. This will be done in a way that they will easily understand so that cases of some employees not performing their duties well since they do not understand what to do will not arise. Step 3 Signing of performance contracts by all the team members. This will ensure that the employees are bound to their jobs by the contract they have signed. This is an important tool in ensuring the employees perform their duties without direct pressure but performance based. 7) How to use formal and informal communication channels to broadcast the features of performance management system As the human resource manager in order to effectively communicate flexibility adaptiveness and responsiveness, I will employ the method of employee empowerment so that they all feel part of the process. This will be followed by enhancing employee ownership and responsibility this will be an important communication tool for management performance system. When employees feel they are part of the process it will always be a motivating factor and thus easily bringing them on board (Heathfield, 2008). 8) Issues to take into account so as to gain acceptance of performance management system Maximizing profits Maintain standards. Improving working conditions. Beating all competitors 9) Processes and procedures to receive feedback on: a) Poor performance Every member of the team will be assigned their specific roles and tasks to be executed within a given timeframe. A score card will then be developed. The employees’ marks will be awarded according to the performance. Any employee who performs below the minimum set target will be considered poor. When the team member cannot work in harmony with other team members it will also be considered poor performance. However, indiscipline and failure to satisfy the customers will also signify underperformance (Heathfield, 2008). b) Exceptional performance Any employee who scores way above the minimum set target will have performed exceptionally. This employee will also have demonstrated commitment and discipline when discharging duties. Exceptional performance employee always carry out their duties in an exemplary manner and are always willing to help anytime they are called to perform certain tasks. c) Career development potential In the course of development performance system, seminars and trainings will also be conducted. When an employee meets all the goals set and overcomes all the challenges in his career path together with responding well to training, then he has a potential in career development. This type of employee is always ready to face any challenge and always sets high targets which they accomplish with little or no supervision at all. The employee is always eager to learn new ideas and is always very innovative and usually has solutions to many problems encountered in the work place (Zaffron & Steve, 2009). 10) Dot point plans to discuss with managers how to undertake: a) Interviewing an underperformer A committee comprising of managers and team leaders will be formed for the purpose of interviews. An underperformer will be required to clearly state reasons for their performance and what they require to perform if they lacked anything. They will then be required to improve within a given time or face action. A warning letter should be written to the underperformer incase he or she continues to perform poorly. b) Conducting a disciplinary interview The team of managers and team leaders will be required to review the conduct of the team members to ensure they are disciplined. However in cases of indiscipline the committee has authority to summon the concerned member to appear before it and explain his conduct (Bacal, 2006). The committee also has powers to take disciplinary action including suspension. If some of the disciplinary matters are to do with the legal system the legal expert should advice the committee on the way forward. c) Conducting a formal performance counseling session First of all, the managers will be trained on the same on monthly basis. They will then assemble their members for training at reasonable intervals. The managers should ensure that everyone participates actively in all the sessions and observe all the laid out codes of behaviour. They should be encouraged to ask questions where they do not understand. 11) Follow up action sheet for an underperformer After an interview has been conducted with the underperformer, the committee will then establish the problems that might be hindering the employee not to perform his or her duties. If the problem is work related, steps should be taken to help the employee perform his duties with ease and help realize the vision of the supermarket. However if the problem is not work related then the employee will be required to sort out his issues and focus on delivering the roles assigned to him. Bibliography Aubrey, D 2004, Performance Management: Changing Behavior that Drives Organizational Effectiveness, Macmillan Publishers, NY. Zaffron, L. &, Steve, D 2009, Performance Management: The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life. McGraw Hill, Sydney. Heathfield S. M 2008, Performance Management Process Checklist: Step-by-step to a Performance Management System. Retrieved October 20, 2011 from Aspire Learning Resources., 2010, Manage performance management systems, Aspire Training & Consulting, NY. Bacal, R 2006, How to Manage Performance: 24 Lessons for Improving Performance, McGraw-Hill Professional, Sydney. Vroom, V. H 1990, Manage people, not personnel: motivation and performance appraisal, Harvard Business Press, New York. Read More