Performance ManagementEssay Preview: Performance ManagementReport this essayPerformance management is defined as a “process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of an organisation” (Aguinis, 2009). Strategic planning outlines an organisations vision, goals and mission, this information helps to create accurate job descriptions and provides the basis of which performance management is measured. A performance management system consists of results, behaviours and developmental plans. It is crucial that a performance management system coincides with an organisations strategic plan for it to work effectively (Aguinis, 2009). If an organisations goals, vision and mission are unclear this can affect the accuracy of a performance management system and how successful it will be. Every function of an organisation has its own specific role to play but the strategic plan must be understood and consistent through each function so that everyone is working toward the same goals (Steiner, 1979).
Poor performance management can have many negative consequences, which will affect each different level of an organisation and how successful it may be. As a result of a badly implemented performance management system employees may become resentful, lack the motivation to perform their job efficiently and increase the chance of higher staff turnover. Performance management systems cost money and require resources, time and commitment, which are wasted when a system is not properly executed (Duff, 2010). Poor implementation may also leave an organisation vulnerable and increase the risk of litigation. Strategic planning also plays an important role, if the organisations objectives and goals are not evident or not communicated clearly to employees, then this may create misleading expectations between higher level management and lower-junior lever employees. This can cause staff to feel de-motivated and irritated which can create “risky and dysfunctional behaviour…” (Duff, 2012) from employees, which can result in havoc in an organisation and diminish its chances of success. An organisation may not perform to its best and only achieve mediocre results if its performance measures are not aligned with its strategic plan and objectives. (Duff, 2010) It is crucial to an organisation that strategic planning be well thought out and appropriate actions are taken to ensure the organisations objectives, goals, mission and vision are achieved and good performance management systems are in place to help employees stay motivated and satisfied within their job. Organisations have the best opportunity to thrive and attain preferred outcomes when strategic planning and performance management work hand-in-hand (Schmidt., Layock, 2011).
Every function of an organisation has to be coherent like a well oiled machine in order for an organisation to do this, there needs to be a clear understanding of each role and how it will contribute to the organisations overall objectives and goals. (Duff, 1979) For example if an organisations long term goals were to open stores overseas in India, there would be certain steps that needed to be followed by each department in order for this to happen and have the most chance of being successful. To list a few examples; Marketing would need to find out if there is a demand for the product, cost of the product and the promotion strategy. Advertising would be responsible for promoting the product to its targeted
In summary, the organisation has the responsibility to set a reasonable level of focus on specific activities such as attracting and retaining customers, marketing the product, or creating new customers. The organisation also has to understand how to be innovative, responsive and take full advantage of this potential.
Social Responsibility
Social responsibility is important for the organisation as an organisation can’t just be run by one person. This requires developing the organisation’s social and technical skills on a global scale.
Social Responsibility works the opposite way to organisation and its role is to seek to gain feedback from people through a collective of individuals and organisations.
The social responsibility role requires both that the organisation develop a comprehensive social skills system and that these individuals can be relied upon and provided the means to be accountable. A strong understanding of these needs and a strong social mindset is essential for the organisation to make a positive impact on society.
Communication
Communication, in its essence, is our collective and collective energy and this is an integral part to our economic and political structures. If people are not in good communication with each other as they really need to be in order to have positive interactions on and off the same planet the way this is a necessary part of society one would expect the ability to engage actively around specific issues being discussed in social media but the capacity for this activity is limited.
On the opposite end, we need to be open to criticism in order to make the organisation more competitive. When critics will be coming knocking on doors, to be transparent we need to be accountable as well as give the people of that country, especially the people from that country, their own information. A clear understanding of issues is critical when dealing with an outside group but as each such group develops more and more people also get into the organisation and have something to say which is often not available to them. There has to be an understanding of what the critics are saying to get information out to the people. Social responsibility can be important for an organisation to find ways to make a positive impact on society and this can be achieved through direct communication and group interaction.
In summary
Communication needs different parts of the organisation; communication needs to be on the whole human system, and as individuals and organisations, individual communication and communication need to be an integral part of the organization’s success. Communication needs to be something that is effective regardless of who they are with and for this reason we need to be involved in the organisation as much as we can, including providing some support as well as opportunities. The first step should be to do everything we can to make sure that they share a community around the organisation, regardless of who they are or how they work. In its totality it can be difficult to think of ways to create effective social groups (whether it be in meetings at universities, workplaces or just simply working out
In summary, the organisation has the responsibility to set a reasonable level of focus on specific activities such as attracting and retaining customers, marketing the product, or creating new customers. The organisation also has to understand how to be innovative, responsive and take full advantage of this potential.
Social Responsibility
Social responsibility is important for the organisation as an organisation can’t just be run by one person. This requires developing the organisation’s social and technical skills on a global scale.
Social Responsibility works the opposite way to organisation and its role is to seek to gain feedback from people through a collective of individuals and organisations.
The social responsibility role requires both that the organisation develop a comprehensive social skills system and that these individuals can be relied upon and provided the means to be accountable. A strong understanding of these needs and a strong social mindset is essential for the organisation to make a positive impact on society.
Communication
Communication, in its essence, is our collective and collective energy and this is an integral part to our economic and political structures. If people are not in good communication with each other as they really need to be in order to have positive interactions on and off the same planet the way this is a necessary part of society one would expect the ability to engage actively around specific issues being discussed in social media but the capacity for this activity is limited.
On the opposite end, we need to be open to criticism in order to make the organisation more competitive. When critics will be coming knocking on doors, to be transparent we need to be accountable as well as give the people of that country, especially the people from that country, their own information. A clear understanding of issues is critical when dealing with an outside group but as each such group develops more and more people also get into the organisation and have something to say which is often not available to them. There has to be an understanding of what the critics are saying to get information out to the people. Social responsibility can be important for an organisation to find ways to make a positive impact on society and this can be achieved through direct communication and group interaction.
In summary
Communication needs different parts of the organisation; communication needs to be on the whole human system, and as individuals and organisations, individual communication and communication need to be an integral part of the organization’s success. Communication needs to be something that is effective regardless of who they are with and for this reason we need to be involved in the organisation as much as we can, including providing some support as well as opportunities. The first step should be to do everything we can to make sure that they share a community around the organisation, regardless of who they are or how they work. In its totality it can be difficult to think of ways to create effective social groups (whether it be in meetings at universities, workplaces or just simply working out
) and we must be able to build around them as many of the same members that have the best interest of meeting the needs of our neighbours in the organization as well as the organisation.
The best way forward for the organisation is to build relationships that help people and ensure that the organisation is working on the common goal, rather than merely trying to force it on its neighbour. It also requires that organisations that make promises to achieve certain conditions, such as setting up a working group on a particular job, for example (ie, to establish that the organisation is doing a better job than it might otherwise have) be subject to certain rights. This is something that I feel is an important part of having a strong structure of the organisation that works, if you will. I’ve heard from people who have found that in almost all of their employment, they could have a strong feeling of commitment and commitment to their job or to the goals they had set for themselves, but this was a very different experience to what they have had working with us.
I think that, most importantly, this is what has to become common, with the organisational approach of working together which has been a popular part of British social life for so many years. I’m convinced that, if we work together closely, the work will improve quickly if we work together as a group. This is something that will all benefit from a greater number of people joining. This will improve the sense of empowerment the organisation creates for everyone who works as an example (as one senior government official told me). And perhaps it will also give people who work at social clubs confidence that they can succeed in getting the work done in a meaningful way.
The second and most important question is this: if we want to improve the organisation, where are we at with the work? We know very well that it is much harder than it seems, for example, for individuals to feel the need to take ownership of things, but that is not the real problem. We must be willing to work with people that feel this and can work toward the creation of a more sustainable system when it comes to working together in a positive way.
We need a way of helping the group of people who are most on the work line decide what to do next, and a way of ensuring that there is no repetition of what we do throughout the course of the long run. This includes building a new working group so it does not become too repetitive and that it gets back to the same goal or goals of what others do. We need a network whereby there are people where they share their experience (and I would say it’s the most important place to build that) and we can start with setting up these so that the people working on it know the people they are helping. In addition, people must be able to tell us what it is like in a meeting where there is a wide range of discussions, from the role of politicians to the role of the community. But there is a lot at stake if we get people who like to listen and feel that something is right and can give that something to tell people that we have brought it from the bottom up. It is not the solution we are arguing for but it is how will we put our people and our organisation behind