Performance Improvement Program - Essay Example

(Coutts and Schneider) Emery and Giauque also found that non-monetary forms of remuneration, such as the organization of working hours, improvements in equipment and work resources and the development of skills, are appreciated by employees. In some of the instances the inefficiencies in employee performance may be the result of an inconsistent behavior of the people representing the management. A number of behavioral issues may be responsible for this state of affairs. There is an absolute necessity of diagnosing the performance management problems to identify the causes for the inconsistencies in the behavior of the management towards subordinates.

Such an examination becomes vitally important in the case of a service organization such as a consulting company, since the revenues of the organization depend entirely on the performance of the individuals working with the organization. The analysis of the performance management problem will lead to the implementation of a proper Performance Improvement Plan. The purpose of such a plan is to identify weaknesses and strengths as well as opportunities for improvement and skill development of the individual employees.

This report examines the performance management problems being faced by International Assignment ServicesPricewaterhouseCoopers, Hong Kong Limited, a multinational consulting organization, due to lack of an effective system of performance improvement plan and feedback in the company and also to suggest a suitable Performance Improvement Plan for the organization to improve the performance of the organization.International Assignment Services - A BackgroundPricewaterhouseCoopers Hong Kong Limited is an international consulting organization with a number of professionals working with the organization at various levels.

The company has an 'International Assignment Services (IAS) department providing consulting services to different types of clients in Hong Kong and China. The structure of the department consists of professionals working in different hierarchical levels such as Partners, Senior Managers, Managers, Senior Consultants and Associates. The individual job responsibilities and hierarchical position of people at these levels is provided below. This presentation assumes importance to understand the intricacy of the performance management problem in the organization.

Partners The highest level within the department, who set objectives and gives direction to the team, have at least 10 years of experience in the fields, with strong relationship with commercial clients and officials in the China and HK tax bureau.Senior Managers Have years of experience in IAS, have a strong client base, work closely with Partners in setting team objectives and most of the tax compliance and consultation work will be delegated to Senior Consultants. Other than client work, Senior Managers will have other internal roles in the department, e.g., Head of the Coaching team, System improvement/ developer, Career Counselor, etc.

Managers Less experience than Senior Managers, fewer clients than Senior Managers, so for most of the time, Managers will be out to seek for new clients, for example holding tax seminars