PerformanceManagement Framework
Forany organization, performance management system involves all theprocesses set out by the managing board to identify and discernfactors that deal with productivity within the company. The basicoperation of this entire process is made possible through the use ofcomputer software programs. This framework must be understood in allof its four core elements for the whole body to work correctly (Fay,2015). The different aspects are discussed below.
Alignmentof the to the OrganizationalBusiness Strategy
Alignmentof this two terms can only be possible through the use of specifictools. The managing body of any company has to apply these toolseffectively so that the process can go on smoothly. The commonly usedones are the review of employee performance and job appraisals. Byusing these strategies for evaluation, it gets easy for the employersto decide the workers that deserve a bonus, promotion, transfer oreven those that need further training. Once employees understand thisform of evaluation, they can be keener on the work they do as theywould know the repercussions of slacking at their job. Gradually, theorganization can increase its performance (Fay, 2015). Theproductivity of the employees can best be analyzed by use of theconsumers. The customers can be given evaluation form whereby severalquestions are asked to and eventually they can rate the quality ofthe service they received and at which section. The top level workersthen review these forms and assess those employees that give theirfull service to the job and those that are not putting in mucheffort. The hard workers can then be rewarded while the slackers canget reprimanded (Fay, 2015). Eventually, every single person withinthe company would be focused on improving their productivity sincethe alternative would be to be let go. With time, the standard ofcustomer service will significantly improve, and more consumers willbe attracted to the organization. Availability of further learningmaterials can also be availed to the employees. These workers cangain more skills through the use of these resources which in turnwill only work towards the benefit of the company.
TheOrganizational Performance Philosophy
Inits entirety, this term refers to the main push that should motivateeveryone involved with the business. It encompasses of the aims andobjectives that every person within the company has to guarantee thatthey achieve perfection. Creation of a common goal for anorganization is as critical as the actual operations that take placewithin its facilities. Thus, the importance of the performancephilosophy cannot be ignored (Cascio, 2013). The statement thatmotivates the entire company should be simple to understand and notcomplicated in any manner. The primary aims and goals should bedescribed using easy to understand sentences that would firmly stickin the employee’s minds. The needs that the employer has for theirworkers should be clearly heard in the philosophy. The employershould, however, be cautious and to not demand too much from theiremployees but only the full commitment and spirit. A clearly definedmission statement is likely to appeal to the clients as well whowould somehow feel like they are bonded with the employees. Throughthis relationship, loyalty and trust are generated creating a greatwork environment that ultimately goes a long way in raising theproductivity of the company. Every employ needs to have a workingperformance philosophy for without it it is hard for one to maketheir subordinates trust them or even be loyal (Fay, 2015).
JobAnalysis
Itis critical for every company to carry out a job analysis for itsworkers. This is an attempt to look for the capabilities that eachemployee possesses and find its impact on their input. This isbecause the skills and know-how of the workers have a directinfluence on the quality of services that are offered to the client(Fay, 2015). As a result of job analysis, there are also otherbenefits such as its impact on the workforce planning both in thefuture or even at the current stage. This is evident by pinpointingvarious skills and diverse roles that each employee can fit in thecompany. Job analysis is also crucial in making sure that all spotsin the organization are filled appropriately or in filling the levelsthat might be vacant. This practice is also critical in theeducation of the workers in the organization thus improving theirexperience and knowledge. In conclusion, this method assists theemployees in the identification of their capabilities, and itidentifies their areas of weaknesses. Through this, the employees canwork on their weaknesses so that they can offer quality services forthe good of the company. The training requirements that might beneeded by the workers are four of them (Cascio, 2013). They are thecompany assessment that determines whether the exercise concentrateson the philosophy of the enterprise. The demographic assessmentserves the purpose of shading light to the workers from differentdepartments within the enterprise. On the other hand, operationappraisal seeks some of the appropriate ways that the worker’sperformance can be improved. Lastly, individual assessmentillustrates the particular training that will be useful for everyperson. The four stages mentioned above give various options that anorganization can advance its processes (Cascio, 2013).
Methodsof Measuring the Employees skills
Allorganizations are supposed to have a method of assessing the attitudeof the workers for the leadership to know whether the goals of thecompany have been met. The method of assessment is supposed to be inline with the company’s vision, the plan, and the philosophy sothat the validity of performance management can be upheld. Theprimary need for this practice is to make sure that the business isin a position to meet its goals within a particular period. One ofthe primary methods of employee’s skill assessment is the BalanceScoreboard (BSC) method that was developed by Kaplan and Norton in1992 (Cascio, 2013). It is an appropriate and efficient way ofevaluation since it views performance in both the financial andnon-financial point of view. Since the former methods of evaluatingfiscal performance did not work in assessing competence, this methodis therefore conducted in four primary approaches. The four includeclient fulfillment, learning and development, financial measures andinternal practices. The second method is the standard method ofmeasurement that works by assessing the aim for the common vision ofthe whole business considering each from all over the company(Cascio, 2013). Subsequently, all workers and the leadership of thecompany have a gathering that they will set the goals of theirbusiness and the time required to meet these aims. Evaluation willthen be conducted at the end both the individual and company level.
References
Cascio,W. F. (2013). Managinghuman resources 9thedition.New york: McGraw-Hill.
Fay,C. H. (2015). A Framework for Designing a Performance-ManagementProcess. TheCompensation Handbook: A State-of-the-Art Guide to CompensationStrategy and Design,355.