Management situations at Wells Fargo Bank

Management situations at Wells Fargo Bank Order Instructions:

must be at least 4 pages, which doesn’t include title & reference pages, using APA formatting. Each paragraph should contain at least 4 sentences and should not end with citied material ex. (Franklin, 2015.)

I am including the actual assignment from the course as well as the headings required, the chosen company is Wells Fargo. Please use the following to access South University’s as all information must be supported by the weekly lecture & text reading (located under the syllabus tab) as well as the school library. Lecture readings from weeks 1-3. INTERNET SOURCES ARE NOT ACCEPTED.

https://mycampus.southuniversity.edu/portal/server.pt

Once you have logged in successfully you have to click launch class and then click the academic resource tab to access the library. When you click the syllabus it will give you access to the weekly lectures & text readings.
Please remember all references must come from these areas.

Assignment

Comprehensive

Research your chosen company. Find a minimum of three library sources, which will support your thesis in this assignment. Review your assigned weekly lecture and text reading. Select from this reading 8-10 key concepts, which will also support your thesis. In a four to five page paper, address the questions below. Your paper should follow APA format including a title and reference page. The four to five page paper length requirement does NOT include the title page and reference page. Refer to your classroom area titled South University Policies and Guideline: Using APA Standards in Your Coursework to ensure you are following the correct format.
In weeks one and two, you gathered information about an organization as it relates to planning and decision making. In this assignment, you will apply the functions of Planning, Organizing, and Controlling. You will be required to use concepts and analyze the current management situations at the organization you have chosen.
Your paper must include research and should include a clear introduction with a thesis statement and a conclusion. Your research paper should address the following:

Describe how the organization was managed in the past. Compare the difference between management approaches in the past to those the organization currently uses. Ensure you identify relevant management theory both for past practices and current approaches.

Describe how the organization is structured. Include a copy of the organizational chart. Describe how managers perform the organization function of management based on the structure of the organization. Ensure one of the five types of structures as described in the textbook is identified and analyzed.

Identify a key manager in the organization and describe his/her primary functions and responsibilities. Evaluate how effective this manager is in fulfilling these responsibilities in making clear recommendations for improvement. Ensure you refer to the functions of management as described in your textbook.

Describe how decisions are made in this organization. Using materials from the textbook or other relevant sources on decision makers evaluate the effectiveness of the decision-making process and make clear recommendations for improvement.

Describe the system of controls the organization uses. Include in this description how control is used to ensure the organization meets its goals and objectives as well as how the organization uses a quality control process to ensure products and/or services are delivered as promised. Evaluate the role of managers in these processes. Make clear recommendations for improvement. Ensure you refer to your textbook or other relevant sources in your evaluation.

Summarize the key recommendations you have made identifying each with the relevant function of management.
Include an APA formatted reference list and a title page (these do not count towards the minimum page requirements).

A note on this assignment. This is considered a midterm assignment. You will need to reflect not only on this week’s materials but also week one and two.
Week Three Assignment

Assignment Headings

Introduction

You should write your introduction here. Describe what your paper is going to be about. Make sure you use third person referencing throughout your entire paper.

Past Management Approach

In this section you should interpret how the organization was managed in the past. Minimally you should be writing one full paragraph with 4-5 sentences. You may need two paragraphs to fully address this. You should include one piece of information from the text or lectures to support your work. You must use in text citations to demonstrate you have used this material. Hint the lecture materials and reading materials from week one covered this material. Please use this.

Comparison of Management Approaches (Past and Present)

In this section you should be comparing management approaches from the past and the present and discussing how they have changed. Minimally you should be writing one full paragraph with 4-5 sentences. You may need two paragraphs to fully address this. You should include one piece of information from the text or lectures to support your work. You must use in text citations to demonstrate you have used this material. Hint the lecture materials and reading materials from week one covered this material.

Managers Performance of Functions of Management Based on Structure of the Organization

This week we will be reading about and discussing different structures in organizations. Organizations are managed based on their structure. You should first identify how the organization is structured and then discuss how managers perform their roles. Remember in week one how we discussed the four functions of managers using this material as well as the lecture materials on organizational structure in your work. Minimally you should be writing one full paragraph with 4-5 sentences. You may need two paragraphs to fully address this. You should include one piece of information from the text or lectures to support your work. You must use in text citations to demonstrate you have used this material. Hint the lecture materials on organizational structure and the text materials on designing adaptive organizations should be very helpful.

A Key Manager: Primary Functions and Responsibilities

In this section you should clearly discuss a key manager and describe his or her responsibilities and the primary function the manager performs. Reflect back to both the lecture and textbook materials from week one. Minimally you should be writing one full paragraph with 4-5 sentences. You may need two paragraphs to fully address this. You should include one piece of information from the text or lectures to support your work. You must use in text citations to demonstrate you have used this material.

Effectiveness of Manager in Fulfilling this Role

In this section you should be interpreting how effective the manager is. Use the materials from week on to help you in this assessment. Minimally you should be writing one full paragraph with 4-5 sentences. You may need two paragraphs to fully address this. You should include one piece of information from the text or lectures to support your work. You must use in text citations to demonstrate you have used this material.

Recommendations for Improvement

In this section I am looking for clear recommendations for improvement. Refer back to what the text and lectures have stated about this. Please do not state you have no recommendations. All organizations need to improve. Attempt to identify these and use course materials to support why you think these are areas for improvement. Minimally you should be writing one full paragraph with 4-5 sentences. You may need two paragraphs to fully address this. You should include one piece of information from the text or lectures to support your work. You must use in text citations to demonstrate you have used this material.

How Decisions Are Made

In this section you will revisit decision making that was discussed in week two. Describe how you think decisions are made in the organization. Please do not forget to use the materials in the lectures to support your work. Minimally you should be writing one full paragraph with 4-5 sentences. You may need two paragraphs to fully address this. You should include one piece of information from the text or lectures to support your work. You must use in text citations to demonstrate you have used this material.

Effectiveness of the Decision Making Process

This is where you will interpret the effectiveness of the decision making process. Go back to week two. Reflect on what you read about the elements of effective decision making. Include this material in your analysis. Minimally you should be writing one full paragraph with 4-5 sentences. You may need two paragraphs to fully address this. You should include one piece of information from the text or lectures to support your work. You must use in text citations to demonstrate you have used this material. Hint the lecture materials on

Recommendations for Improvement

System of Controls the Organization Uses

This week a chapter of our text book focuses on controls: Managing Quality and Performance. This material should be used as you describe how the organization manages performance in terms of organizational success. What systems do they have in place? Minimally you should be writing one full paragraph with 4-5 sentences. You may need two paragraphs to fully address this. You should include one piece of information from the text or lectures to support your work. You must use in text citations to demonstrate you have used this material.

Recommendations for Improvement

Summary of Key Recommendations

In this section you will simply summarize the key recommendations you have made in the three sections where you have made recommendations..

Management situations at Wells Fargo Bank Conclusion

Write a one paragraph conclusion summarizing your paper.

References

Management situations at Wells Fargo Bank Sample Answer

Management situations at Wells Fargo Bank

Introduction

In this paper, the functions of planning, organizing and controlling are applied. The current management situations at Wells Fargo Bank are examined comprehensively. How Wells Fargo was managed in the past and how it is currently structured is described. The primary responsibilities and functions of a key manager are described. Furthermore, the paper describes how decisions are made in this bank. The system of control used by Wells Fargo is also described and appropriate recommendations are made identifying each with the pertinent management function.

Past management approach: System approach

In the past, the management of Wells Fargo employed the system approach. Using this approach, the organization is viewed as an open and organic system that comprises interdependent and interacting components known as sub-systems. This past management approach is rooted in the generalization that all things are inter-reliant and interconnected (Kast & Rosenzweig, 2010). A system comprises reliant and related parts which, when in interaction, create a unitary whole (Daft, 2015). A system is basically a combination or assemblage of components or things creating a composite whole. The system comprises hierarchy of sub-systems.

Comparison of management approaches

At the moment, the management approach being utilized at Wells Fargo is the contingency approach also referred to as the situational approach. The top executives at this financial company realized that under different situations, management problems are different hence they have to be dealt with according to the demand of the situation. The contingency approach differs from the previously used system approach in that the contingency approach seeks to integrate theory with practice in systems framework (Kast & Rosenzweig, 2010). The organization’s behaviour is considered as being dependent on the environmental forces. Unlike the systems approach, the contingency approach supposes that the behaviour of any single subunit depends upon its environment as well as its association with other sub-units or units which have control over the sequences that are desired by that particular sub-unit.

Manager’s performance of functions of management based on organization structure

At Wells Fargo Bank, the organization structure adopted by the company is matrix structure. This organization structure is basically a combination of at least 2 kinds of organization structure, for instance the functional organization structure and the divisional structure. In the matrix organization structure, the functional manager’s authority flows vertically and the divisional manager’s authority flows sideways (Swarnalatha & Vasantham, 2014). The matrix organization structure at Wells Fargo creates power struggles given that many areas of the organization have a dual management – a divisional and a functional manager who work at the same level and more or less the same managerial territory.

A key manager: primary functions and responsibilities

At Wells Fargo Bank, one key manager is the company’s Customer Service Manager for Greater Los Angeles Area, Shelly Hisel. In his role, he is in charge of several customer service representatives who work face-to-face, live chat, over email, or call centres. He helps in building good customer relations. He arranges meetings of employees. He recruits staffs and carries out assessments, and handles queries and complaints from both employees and clients.

Effectiveness of manager in fulfilling this role

In fulfilling his roles at Wells Fargo Bank, Shelly Hisen has not carried out his functions very effectively. He has properly resolved problems between workmates and established ground rules and expectations. However, he has not been very effective in following guidelines of the firm for dealing with clients and resolving problems from clients as they crop up. He has not handled queries and complaints from clients in an adequate and proper manner. A case in point, when Wells Fargo bank faced an unethical issue by treating its clients in an unethical manner for instance by forging signatures of clients and charging fees on accounts of clients who are unaware, Shelly Hisen disregarded many customer complaints and did not resolve customer complaints satisfactorily or properly.

Recommendations for improvement

To improve on his roles as a customer service manager, Shelly Hisel should lead and motivate his team of Wells Fargo employees to make sure that they actually give the most excellent customer service possible. He should also communicate the company’s policies and products to other staff members at this firm (Daft, 2015). As the company’s customer service manager, Shelly Hisen should ensure that his team actually does its best in meeting the needs of clients by providing useful tips on a product and troubleshooting problems. He can also make recommendations on ways of resolving customer issues.

How decisions are made

At Wells Fargo Bank, decisions are made using the political model. Managers at this firm usually engage in coalition building for making decisions that are complex. It is worth mentioning that a coalition is essentially an informal alliance amongst managers who support a particular common objective (Daft, 2015). Various managers form alliances in coalition building process. If there is no coalition, a powerful group or person in the company can disrupt the process of decision-making.

Effectiveness of the decision making process

The decision making process using the political model at Wells Fargo is for the most part effective. Coalition building provides many managers in this company a chance of contributing to the process of decision making, which serves to enhance their commitment to the alternative which is adopted in the end. This political model has particularly been effective at Wells Fargo for making non-programmed decisions when there is little information and conditions are uncertain (Daft, 2015). It is also very useful when there are conflicts amongst managers regarding which goals the company needs to pursue or which course of action should be taken.

Recommendations for improvement

In order to improve the process of decision-making at Wells Fargo bank, it is recommended that the key managers at this company should at times adopt the classical model or the administrative model of decision making. For instance, the classical model of decision is most practical whenever it is applied to programmed decisions. It also useful in decisions which are typified by risk or certainty given that pertinent information is available and it is possible to calculate probabilities (Daft, 2015). Effective managers at Wells Fargo can also utilize a mix of intuition and rational analysis to make difficult decisions under the pressure of time. Intuition, which is a vital part of administrative decision making, plays a more and more crucial role in decision-making.

System of control the organization uses

Organizational control is basically understood as the systematic process that is used to regulate activities in an organization in order to make them at one with the expectations established in targets, plans as well as standards of performance (Silva Gonçalves, 2010). At Wells Fargo, the system of control used is the Balanced Scorecard. This approach takes a balanced perspective on the performance of the organization and integrates different aspects of control which focus on clients and markets, in addition to financials and staff members. This system of control is comprehensive.

Recommendations for improvement

In order to improve organizational control at Wells Fargo, it is recommended that the company’s management combine the Balanced Scorecard approach with other approaches to organizational control such as the Feedback Control Model and the Total Quality Management (TQM) philosophy. Using the 4 steps of feedback control, managers at Wells Fargo should establish control systems which comprise 4 main steps: creating standards, measuring performance, comparing performance to standards, and making necessary corrections (Daft, 2015). By using TQM techniques, Wells Fargo would make a company-wide effort aimed at infusing quality into all activities within the firm by way of continuous improvement (Silva Gonçalves, 2010). These two approaches should not replace the current Balanced Scorecard approach, but should rather be used together with the balanced scorecard. This would help to improve organizational control at Wells Fargo.

Summary of key recommendations

A summary of the key recommendations made in the three sections above are as follows. First, for Wells Fargo’s customer service manager Shelly Hisen to improve on his roles, he has to lead and motivate his team to make sure that they really give the finest customer service possible. Secondly, to improve the process of decision-making at this financial institution, it is recommended that the key managers at this firm should sometimes adopt the classical model or the administrative model of decision making whenever necessary. To improve organizational control, it is recommended that the senior management at Wells Fargo combine the Balanced Scorecard approach with other approaches to organizational control including the Feedback Control Model and Total Quality Management techniques.

Management situations at Wells Fargo Bank Conclusion

In conclusion, the present management situations at Wells Fargo Bank have been described in this paper exhaustively. In the past, Wells Fargo was managed using the classical management approach and its current organizational structure is a matrix. One of the key managers, the Customer Service Manager, helps in building good customer relations and he arranges meetings of employees. He also handles queries and complaints from both employees and clients. Decisions are made in this bank using the political model. Furthermore, the system of control used by Wells Fargo is the Balanced Scorecard.

Management situations at Wells Fargo Bank References

Daft, R. L. (2015). Management (10^th ed). Columbus, OH: South-Western College.

Kast, F. E., & Rosenzweig, J. E. (2010). Organization and management: A systems and contingency approach (3d ed.). New York: McGraw-Hill

Pimentel, L., & Major, M. J. (2014). Quality management and a balanced scorecard as supporting frameworks for a new management model and organizational change. Total Quality Management & Business Excellence, 25(7-8), 763-775. doi:10.1080/14783363.2014.904568

Silva Gonçalves, H. (2010). Proposal for a strategy model planning aligned with the balanced scorecard and the quality environments. The TQM Journal, 21(5), 462-472. doi:10.1108/17542730910983380

Swarnalatha, C., & Vasantham, S. T. (2014). Organization structure-an overview. Indian Streams Research Journal, 4(6), 1-3.

Excellent Performance Management and Appraisal

Excellent Performance Management and Appraisal Order Instructions: Title: Becoming an employer of choice – How can excellent performance management and appraisal system help?

I. Introduction: For this assignment, you will: 1) Propose a performance appraisal (PA) system for your position. 2) Explain how and why the system you propose will contribute positively to your organization’s ability to recruit, retain, and develop its employees (i.e., to effective performance management (PM) system and to being an “employer of choice”).

II. Scenario:
Imagine you have just been promoted to your supervisor’s position! *smile* Now you will be supervising those who hold your current position. One of the first things you have been asked to do is to take a “really careful look” at how the position is being evaluated and to make recommendations for any needed changes. You not only have a good understanding of what is required for this position and of how it has been evaluated but the fact that you will now be supervising the position means you have a stake in identifying needed improvements in the PA system.

Your new boss for this scenario explains that s/he wants a report that does the following:

• Describes the current performance appraisal system for the position.
• Evaluates the extent to which the current performance appraisal system aligns with and contributes to the organization’s performance management system.
• Explains and evaluates the process and methods used to conduct performance appraisals for this position.
• Identifies and analyzes specific strengths and weaknesses in the performance appraisal system and the implications for the organization’s performance management system.
• Describes and analyzes potential options for improvement.
• Proposes and defends one to three specific changes that should help the organization ensure it is an employer of choice.

Your boss explains further,

Your studies should help you understand what causes employees to be satisfied with their jobs, to be motivated to excel, and to be committed to making their organization the best it can be. And, of course, it is important to explain the difference these are likely to make in employee productivity and performance. I assume you will also have some insights about differences among individuals that might be important to consider when evaluating job performance.

As a graduate student you have the research skills to find and critically analyze the ideas experts have proposed and to explain how and why these ideas can help us make our performance appraisal system the best in our industry.

Your boss adds,

And remember, I’m not looking for your opinions, feelings, or personal experiences. I’m also not looking for the ideas you read about in popular business magazines, newspapers, or books. We need this to be based on the best thinking of experts who have studied performance appraisals and their implications. We need ideas that are based on good evidence and sound reasoning. This is too important to trust to the business ‘fad of the day’! Also, before you suggest something like a 360-degree assessment system, be sure to take a careful look at both the advantages and the problems associated with this idea. It sounds great in theory to have employees evaluating their bosses, peers evaluating each other, and customers adding their input but we need to be really sure this is something that will work in our organization. I’ve heard some horror stories from my colleagues and don’t want to be responsible for the same here.

Note: While this assignment asks you to apply what you learn from your assigned reading and additional research to the organization where you work, you are not expected to actually give the briefing document to your boss. Instead, you will submit this to your professor for evaluation and feedback. Below are steps to follow in completing this assignment and below that is a table with deliverables and some resources that will give you a good start.

III. Steps to Completion

Step #1: Review the format you will use for this report (see below).

Step #2: Before doing any reading or research write brief responses to the following four questions. The purpose of this section is to help you identify ideas/biases you may have that it will be helpful to recognize before completing your analysis. Include your responses, as Appendix A, with your final report.

1) How well does the appraisal system used for your position work? (2 to 5 sentences).

2) What things are evaluated and are there important responsibilities/expectations that are not considered as part of the performance appraisal? (3 to 5 sentences)

3) What process is currently used to collect information about performance and to provide feedback and how well do these parts of the system work? (3 to 5 sentences)

4) What three things would you change about the way your position is evaluated and why? (3 – 5 sentences)

Step #3: Context: Use this step to examine your position, noting what its responsibilities are supposed to be as well as what those in the position actually do. If there is a written job description review it, again comparing what it says with what happens in practice. Recall when conducting the job analysis that you want to look at it from the perspective of someone who is supervising the position. This helps you distance yourself from personal experiences that may be unique to you and that may influence your ability to be objective. In the Context section, describe briefly (and in full sentences) what the job is about, as you would if you were explaining your job to someone external to the organization, perhaps to a friend or a potential employer. While you do NOT want to gather data from others in your position or conduct any interviews, this SHRM site offers a good explanation of what a job analysis is and some of the reasons for doing one. Also for the context section, you will want to briefly describe the organization’s approach to PM.

Step #4: Theoretical framework: In addition to what you have read in Robbins and Judge (2016), broaden your understanding of performance appraisals and their optimal role in performance management by reading the following and conducting additional journal research. Note that these articles serve as a starting point. You will need to supplement these with other articles. You will find these articles and others that may prove helpful in Content >Course Resources>eReserves>Week four in our LEO classroom. For additional research, we recommend the use of the “Journals to Use and Cite Leading Business, Management & Technology Journals” list (found under the Content tab in our classroom).

• Aguinis, H., Gottfredson, R.K., & Joo, H. (2012). Delivering effective performance feedback: The strengths-based approach. Business Horizons, 55, 105-11. doi: 10.1013/j.bushor.2011.10.004

• Aguinis, H., Joo, H., and Gottfredson, R.K. (2011, November – December). Why we hate performance management—And why we should love it. Business Horizons, 54(6), 503-507.

• Cascio, W.F. (1982). Scientific, legal, and operational imperatives of workable performance appraisal systems. Public Personnel Management, 11(4), 367 -346. This resource provides important information about five absolute imperatives/requirements for an effective performance appraisal. This is a required resource for this assignment and must be cited in the report. (There is a link to this in eReserves. While not a current source this qualifies as a classic article by one of the top U.S. management scholars and presents ideas that remain relevant and important.)

• Kondrasuk, J.N. (2012). The ideal performance appraisal system is a format, not a form. Academy of Strategic Management Journal,11(1),115-130.

Include these and all the journal articles and any other resources cited in your report to the list of references at the end of your report. Be sure these are in alphabetical order and are formatted in compliance with APA standards.

Use the major ideas and theories you discovered from your research to create the framework you will use to analyze the current performance appraisal system for your position and its implications for your organization’s approach to performance management. Your framework should introduce and define key concepts (e.g., performance appraisal, performance management, employer of choice). It should summarize theories about what scholarly experts agree should be found in any performance appraisal system (see, for example, Cascio’s requirements). You may also want to include in your framework ideas that have been proposed as important but may not yet be supported by research of practice. (In other words, the arguments made by the scholars may seem sound and appealing in theory but they may not have benefited from examination in practice.)

Step #5: Application and Analysis: Now that you have completed your research and clarified the responsibilities for your position, it is time to apply the ideas of scholarly experts to the PA system for your organization and analyze the extent to which they fit your case example (i.e., your position). You will certainly want to address whether your PA system meets the tests of relevance, reliability, sensitivity, practicality, acceptability, and legality. You will, as well, want to discuss the extent to which your PA fits with other ideas you found that you believe are and will be important going forward. End this section with a brief summary of your findings from this application and analysis of theory to your position and organization.

Step #6: Conclusions, Recommendations, and Reflections: In this section briefly summarize your main conclusions and then include some recommendations that are directly related to what you found in your application and analysis section. Share reflections on what you have learned that you think will be useful for you in the future.
Submit your draft complete report (in the template) to turnitin.com and make any needed improvements before submitting the final version by the end of week 4. Post your final report as an attachment in your Assignment Folder using the following naming protocol: “YourName_amba620-week4.”

IV. Deliverables:

Week 4 Completed briefing report using the template provided for this assignment. ( Approximately 2500 words not including the references).

V. Report Format

Your Report’s Title
(Your Name)

I. Introduction: Explain 1) the purpose (to present a critical analysis of the system used to evaluate performance in a specific position and organization), 2) The rationale (to see whether the PA system in use meets standards established by experts and whether improvements might be needed to help the organization qualify as an employer of choice), 3) the approach you used (to research the expert scholarly literature on PA and PM and apply it to your position and organization), 4) your key findings and conclusions, and 5) how the balance of this report is organized. (Approximately 150 words)

II. Case Context:
A. Your position: Prepare a brief summary (3 to 5 sentences) that describes the job and any gaps between what is evaluated and the actual responsibilities required of the position.

B. Current performance appraisal (PA) and performance management (PM) systems: Referencing work from scholarly literature, describe the performance appraisal (PA) system used to evaluate your position and how it fits within your organization’s performance management system be sure to explain the following: 1) What the PA system emphasizes and evaluates for your position (i.e., behaviors, attitudes, traits, goals, or some combination thereof). 2) What the organization’s approach to PM is. 3) What the relationship is between PA and PM in your organization. 4) The method used to collect information about performance for those in your position. 5) The method used to determine different levels of performance and the final resources of the appraisal. 6) The The approach and method used to provide feedback. (Approx. 250 words)

III. Theoretical Framework – Use the information in Step #4 above to guide development of your theoretical framework. (Approx. 800 words)

IV. Application and Analysis: See Step #5 above. (Approx. 800 words)

V. Conclusions, Recommendations, and Reflections. See Step #6 above. (Approx. 550 words)

References

(In alphabetical order and formatted in compliance with APA standards. All works cited in your report must be included in this list.)

In order to get a good grade, make sure the paper reflect the following:

Finds and correctly incorporates and cites relevant and authoritative scholarly articles. Information and sources are current, reliable, credible, and unbiased. Effectively uses information gleaned from research to support and/or illustrate key points.

Excellent Performance Management and Appraisal Sample Answer

Introduction

Employees are the most vital asset in an organization. This is because employees are the ones who do all the duties such as production, distribution, selling off the company products among other important activities that help an organization to attain its long-term goals. Therefore, performance management practice where managers, supervisors, and employees work as a team to plan, monitor and review employee’s work performance with organization objective and overall contribution to the organization is very valuable (Kondrasuk, 2012). Performance Appraisal deals with the way companies evaluate and measures its employee’s behaviors and achievements. That is an employee review by his or her supervisor where the employee’s work is evaluated to identify his strengths and weaknesses. The company used the behavioral checklist approach for performance appraisal of customer care executives in our organization. This is where supervisors study and analyze the employee’s best and worst incidents of behavior in the past year (Mone & London, 2014). I used secondary sources to research and get insights about Performance Appraisal and performance management. After a careful analysis of my findings, I saw that it is appropriate to integrate management by objectives (MBO) in our performance appraisal and management system.

Case Context

As a customer care executive supervisor I am given the responsibility to supervise the organization customer care staff as they communicate with clients to assist in providing direction, and address inquiries about the organization products and services. Some of the key responsibilities of a customer care executive include handling problems, assisting in sales, doing clerical tasks, among other tasks. Therefore, my duty as a supervisor is to assist customer care executives in doing their jobs and ensure that clients are satisfied with customer service.

Current Performance Appraisal and Performance Management systems

Appraisal system helps organizations to make decisions concerning pay, promotions, and careers. The system also helps the management to identify the development needs of the individual employee.

The management currently uses behavioral checklist for performance appraisal. This is where supervisors study and analyze the employee’s best and worst incidents of behavior in the past year (. This technique is effective when managing customer executive because customer care communicates with employees and are bound to exhibit different behavior in handling clients. Behavioral checklist system uses a combination of behaviors, attitudes and traits when performing day to day operations. The company uses total performance management approach where role profiles, individual objectives, targets, personal development plan and appraisal is considered by balancing “Whats” and the “hows” of enactment. The management focuses on how the commercial result is prerequisite and the ideal way to achieve that outcome. Total performance management has a strong alignment with long-term goals.

Theoretical Framework

Performance management and performance appraisal

Employee engagement can be defined as the level of commitment to the employees made by their employers, exhibited in their inclination to remain at the company, making the firm an employer of choice or go beyond what is required of them. Companies often desire employees who are highly motivated and feel that they are part of the firm’s accomplishment. Such workers are keen to complete tasks in their own time and perceive a strong connection concerning the company success and their career visions. In short, employees who are motivated and empowered make the company an employer of choice and work together with the organization in a setting of mutual trust. Employee engagement through strategic human resource management involves performance management, performance appraisal and use of a system of rewards to motivate and empower employees to yield even greater results at the organization.

Performance management refers to a goal-oriented practice which aims at guaranteeing that managerial processes are put in place to take full advantage of the productivity of employees, groups, teams and in the long-run, the company. Performance management is an important role in accomplishing organization strategy in in such a way that it encompasses evaluating and refining the value of the workforce. It is important to note that there is a positive association linking motivations and performance. Therefore, Performance management encompasses of incentive goals and the matching incentive value so as to establish a clear relationship between the two and communicate them to the employees.

The process of performance management involves performance appraisal and human resource development. Therefore, performance appraisal is part of performance management. And can be defined as, a systematic process done periodically to assess an individual employee performance and productivity at work about definite pre-set criteria and organization goals. When doing performance appraisal other facets such as accomplishment, structural citizenship behavior, strong point and flaws, and the prospective for future enhancement among others are also well thought-out.

While performance is done periodically, performance management is a continuous, dynamic, ongoing process. Each facet of the human resource systems such as employee training, performance appraisal, and administering of rewards is integrated and linked for the aim of improving organizational performance. Therefore, performance management helps to concentrate the employee’s skills towards achieving the organization strategic goals. Training is required to improve workers skills. Therefore, performance management system helps to align organization training with organization goals.

Why do we need performance appraisal in our organization?

Performance appraisal system aims at improving individual and organization performance. Therefore, a good performance appraisal system helps the organization t achieve its long-term goals, objectives and enhance employee performance. Some of the key uses of performance Appraisal include;

Human resource planning: information collected through performance appraisal assist the management in human resource planning. The collected data help to identify employees who have the potential for promotion among, internal employee relation and also form a basis for determining the human resource strong points and flaws to capitalize on improvement.

Recruitment and selection of employee: information such as performance appraisal ratings is important in forecasting the performance of job candidates. The data collected in performance appraisal also provide data requisite for evaluating applicant responses during interviews.

Training and development: Performance appraisal helps the human resource to determine employee’s specific areas that require training and development.

Compensation programs: performance appraisal provides valuable data that management uses in making decisions concerning pay adjustment. Most managers believe in rewarding outstanding job performance by increasing employee’s pay. This help to motivate employees to work towards achieving the organization objectives (Aguinis et al., 2011).

Performance Appraisal Process

The process of performance appraisal involves five distinct stages. Those are, pointing out specific performance goals, introducing performance criteria and communicate them to staffs, scrutinize work performed, appraise individual employee performance, and debating appraisal with the employee (Rolstadas, 2012).

Therefore, in the first step, management identifies the specific performance goals, the company believes this to be the most essential and realistically achievable. In our case, the management should stress on customer care development to improve customer services. The next step in the continuing cycle of performance appraisal carries on with instituting performance principles or standards that the employees are supposed to achieve and communicating these performance expectations to them (Wanjiku & Sakwa, 2013). After that, the employees do their work based on the set standards, and the supervisor assesses the performance. Finally, the supervisor and the employee come together to appraise and evaluate each employee work performance based on the established performance standards (Story, 2014). The review process is important as it helps in establishing how well the employee has met these standards, find out the reason for short-comings, and come up with a strategy to correct the problem. At these meeting, a set of new goals are fixed for the next assessment period, and the performance appraisal phase repeats.

Application and analysis

The basis of the theory is to provide a framework for application in the real life situation. Therefore, it is important to understand how performance management and performance appraisal can be used in our organization to make the company an employer of choice and achieve organizational success. Performance management is important in the customer care department to help in the development of customer care executive, improvement of customer services and thus build customer loyalty.

After careful analysis of the different approaches to performance appraisal, I noted that behavioral checklist approach is not the best for performance appraisal of customer care executives. This is because behavioral checklist approach focuses on traits of customer executive when doing their day to day tasks and neglects the extent to which customer care executive help in the overall attainment of organization goals. Be as it may, performance management aims at improving overall performance and aligning employee performance with organizational goals.

The supervisor is expected to set customer service standards and goals. This is the first component of operative performance administration. Individual customer care executive and group customer service goals should be allied with the organizational long term goals. This is important so as to enable the organization to set specific goals aimed at improving customer service and achieving the organizational goals.

Secondly, the supervisory team is required to develop a measurement system. A customer-focused performance management programs require measuring or quantifying of customer needs. Therefore, the supervisor is required to determine the where to set standards and goals. On the same note, provide a means of feedback to the employees and teams of their effort to achieve their goals.

Result or outcome measures should be measured as it informs the management where agencies, teams, and individuals working in the customer care department stand in their effort to achieve organizational goals. Therefore, the supervisors should measure the number of customer complaints, compliments, and the recommendation made by customers to other to point out customer satisfaction.

Feedback is also a very important component of an effective and successful performance management program. Therefore, the supervisor should seek feedback that is specific, timely, and appropriate (Aguinis et al., 2012). Customer care supervisors can obtain feedback on customer service goals from the organization customers, work measurement system, subordinates, and team leaders among other sources. Feedback is important for frontline managers and supervisors to make a decision concerning where needs improvement through training and for rewarding performance.

A good performance management system should have a reward system to provide incentives and reward good performance. By rewarding and recognizing customer services, the employees will know that the management cares about customer service and promote accomplishment of goals. Therefore, the organization should reward and recognize programs for both teams and individual so as to support and promote the established goals. Therefore, management should develop goal sharing, and gain sharing group incentives to promote goal achievements. The management should also provide career and personal development form of incentives such as additional training, high involvement in decision making among other incentives.

Monetary incentives; monetary incentives help improve performance. Therefore, the management should set achievable goals and use monetary incentives to promote goal achievement. Monetary incentives often have a tendency of improving performance, increase goal acceptance and commitment and on the same note, induce employees to set goals and finally lead to the setting of higher goals (Aguinis et al., 2013).

Non-monetary recognition: employees also value non-monetary recognition of outstanding performance aimed at achieving customer service goals and thus results in improvement of performance. Examples of non-monetary incentives include giving certificates of excellence, receiving congratulatory notes from superiors, and throwing a party to celebrate exceptional performance.

This type of performance appraisal is relevant as it is able to provide feedback to enable the supervisor identify if the goals of the organization are met or not. The performance appraisal system is also correlated with the performance goals of the organization thus making the system relevant. On the same note, the performance appraisal system is reliable and practically as it is able to identify what is required to be improved and is easily applicable. Different people can also get the same results when utilizing similar system to rate the same team or employees. The appraisal system used is sensitive also as it is able to distinguish between effective and ineffective employees or between failure and success.

Conclusions, Recommendations, and Reflections

Excellent Performance Management and Appraisal Recommendations

First of all, I recommend the adoption of management by objective (MBO) method of performance appraisal. In this approach the managers, supervisors and employees jointly set objectives for the employees, after that, performance is evaluated periodically, and rewards are accorded based on results. Management by Objectives focuses more on attainment of organization goals because work is done based on the set objectives and rewards are accorded when organization objectives are met. This method is among the best when it comes to employee development. Information concerning critical incidence should be collected using the behavioral checklist. However, employees should be given feedback continuously on how they’re doing and their effort towards achieving organizational goals.

Secondly, I propose that employees should be rewarded for achieving the set goals and consistent working towards organization goals. This can be identified by collecting feedback from customers, subordinates, team leaders concerning the employee performance. An employee who receives a lot of positive feedback and is always able to meet organization goals should be rewarded so as to motivate him/her to continue performing betters. Poor performance should be punished, and employees who are unable to meet their expectation should be informed that they are free to look for a job elsewhere.

Reflections

Before being promoted to be a supervisor, I learned a lot working as a customer care executive. One of the important skills required is good communication and interpersonal skills. A customer care executive communicates with countless clients in a day. In some days, you may find irrational or moody customers who may be upset with the company services. In such situations, it is important for a customer care executive to keep calm and communicate effectively in the right code of conduct. When it comes to achieving organization goals, the duty of a customer care executive is demanding and requires dedication and good time management. Now that I am the supervisor, I am in a better position to understand the job requirements and the demands of those working under me as customer care executives.

Excellent Performance Management and Appraisal Conclusion

Employee development through performance management, performance appraisal, and training is important for an organization to achieve organizational success. Performance appraisal is part of the performance management process where employee performance is periodically assessed to identify areas that need improvement and to make decision concerning pay rise and promotion. A good performance system is timely, reliable and accurate.

Therefore, the management should adopt the appropriate performance management system with proper performance appraisal and good reward system that will be able to build and motivate employees into being better people. In so doing the management will be an employer of choice and the employer and employee will work together in mutual trust to achieve organizational goals and thus organization success. The organization should adopt management by objective approach system where performance is linked to organization objectives. Employees can meet their goals should be rewarded. On the other hand, those who do not perform should be trained, motivated and encouraged to perform better. This way the management will be able to develop skilled employees who work towards achieving organizational goals.

Excellent Performance Management and Appraisal References

Kondrasuk, J.N. (2012). The ideal performance appraisal system is a format, not a form. Academy of Strategic Management Journal, 11(1),115-130.

Aguinis, H., Gottfredson, R.K., & Joo, H. (2012). Delivering effective performance feedback: The strengths-based approach. Business Horizons, 55, 105-11. doi: 10.1013/j.bushor.2011.10.004
Aguinis, H., Joo, H., and Gottfredson, R.K. (2011, November – December). Why we hate performance management—And why we should love it. Business Horizons, 54(6), 503-507.

Mone, E. M., & London, M. (2014). Employee engagement through effective performance management: A practical guide for managers. Routledge.

De Waal, A. (2013). Strategic Performance Management: A managerial and behavioral approach. Palgrave Macmillan.

Rolstadas, A. (Ed.). (2012). Performance management: A business process benchmarking approach. Springer Science & Business Media.

Wanjiku, P. N., & Sakwa, M. (2013). The Link between Performance Appraisal and Firm Performance. International Journal of Academic Research in Business and Social Sciences, 3(9), 46.

Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals). Routledge.

Delahaye, B. (2015). Human resource development. Tilde Publishing.

Aguinis, H., Joo, H., & Gottfredson, R. K. (2013). What monetary rewards can and cannot do: How to show employees the money. Business Horizons,56(2), 241-249.

Managerial Decision Making Assignment Paper

Managerial Decision Making

Order Instructions:

Requested deadline NLT 5pm Saturday 1/23/16 must be at least 2 pages, which doesn’t include title & reference pages.

I am including the actual assignment from the course as well as the headings required, the chosen company is Wells Fargo. Please also use the following to access South University library as well as the syllabus. At least one source must be cited from the school library.

https://mycampus.southuniversity.edu/portal/server.pt? User Name – tiffany_shakepeare / Password – Pr@1seH1m Feel free to contact me at 334-201-0479

ASSIGNMENT DETAILS

Organization Project – 2: Managerial Decision Making

Research your chosen company. Find a minimum of one library source, which will support your thesis in this assignment. Review your assigned weekly lecture and text reading. Select from this reading 3-5 key concepts, which will also support your thesis. In a two to three page paper, address the questions below. Your paper should follow APA format including a title and reference page. The two to three page paper length requirement does NOT include the title page and reference page. Refer to your classroom area titled South University Policies and Guideline. Using APA Standards in Your Coursework to ensure you are following the correct format.

Describe some of the key decisions its management has faced within the past year or two. Identify an ethical issue the organization either faces or has faced in the past. If it has not been resolved, provide an analysis of how the issue should be addressed. If it has been resolved, critique how the organization resolved this issue based on the materials you have reviewed on ethical decision making.

The below are the headings to use for the above assignment:

Week Two Assignment

Introduction

You should write your introduction here. Describe what your paper is going to be about. Make sure you use third person referencing throughout your entire paper.

Key Managerial Decisions in the Past Two Years

This section of your paper should describe some of the key decisions managers have made in the past two years. This is information you will need to interpret based on what you have read about the organization. Minimally you should be writing one full paragraph with 4-5 sentences. You may need two paragraphs to fully address this. You should include one piece of information from the text or lectures to support your work. You must use in text citations to demonstrate you have used this material. Hint the lecture materials on decision making as well as the text materials on Managerial Decision Making should be helpful.

Ethical Issue Organization has Faced

This section of your paper should describe some of the ethical issues the organization has faced. Again you will have to interpret this information based on what you have read about the organization.. Minimally you should be writing one full paragraph with 4-5 sentences. You may need two paragraphs to fully address this. You should include one piece of information from the text or lectures to support your work. You must use in text citations to demonstrate you have used this material. Hint the lecture materials on the Importance of Ethics and the text materials on Managing Ethics and Social responsibility should be very helpful in this section.

Conclusion

Write a one paragraph conclusion summarizing your paper.

References

SAMPLE ANSWER

Organization Project – 2: Managerial Decision Making

Introduction

Every business decision has a moral or ethical dimension since it has an effect on the company’s stakeholders (Robbins & Coulter, 2010). In this paper, some of the main decisions which the management of Wells Fargo bank has faced over the past 2 years are described in detail. An ethical issue which this company has faced within the past two years is also described. An analysis of how the ethical was resolved or should be resolved is provided basing on the materials reviewed on ethical decision making.

Key managerial decisions in the past 2 years

Over the past 2 years, the top management of Wells Fargo bank has made a number of key managerial decisions. Firstly, in order to improve sales and revenue for this financial institution and increase value for shareholders, Well Fargo’s senior executives in the year 2014 put tremendous sales pressure on the company’s staff members. The management also launched Wells Fargo’s going for gr-eight initiative which pushed the bank’s average client to have 8 dissimilar accounts. As a result of this initiative, Wells Fargo’s bankers were pressured to victimize clients or else face consequences such as getting fired for being unable to achieve sales quotas (Zacks investment research, 2015). Ethical decision making is the process in which the decision-maker assesses the ethical implications of a given course of action. In making the managerial decisions, Well Fargo’s top executives certainly did not assess the ethical implications of their decisions (Hartman, 2011).

Ethical issue that Wells Fargo has faced

In the year 2015, an ethical issue that Wells Fargo bank faced was treating its clients and staff members in an unethical manner. This financial firm was accused of setting unrealistic and unreasonable sales targets for its workers and encouraging its employees to adopt fraudulent means to meet the preset quota. Staffs at this corporation assumed deceitful tactics in achieving the stipulated impractical sales targets, for instance by issuing illicit credit cards, opening illegal and needless customer accounts, and forging signatures of clients and charging fees on accounts of clients who are unaware. When they got complaints from customers pertaining to this matter, Wells Fargo refunded such fees only in part and not in full, and it then misstated the phone numbers of those clients so that they are not reached for client satisfaction surveys. Furthermore, the senior managers of this bank did not protect the bank’s clients from the financial harm when they found out about the violations by their employees (Zacks investment research, 2015).

This issue has not yet been resolved by Wells Fargo. The case of Wells Fargo bank is a clear illustration of poor decision making in which the bank’s management made poor ethical decisions. For this issue to be resolved in an effective manner, it is recommended that Wells Fargo should reimburse its customers the fraudulent fees which it charged them and secondly, Wells Fargo should discontinue such unethical and deceitful practices in the future. Wells Fargo should focus on the best interest of its clients and create an ethical, caring and supportive environment for its employees and team members. Non-existent or weak governance structures at Wells Fargo resulted in poor ethical decision-making (Hartman, 2011). As such, Wells Fargo’s management should put in place effective business controls and oversight at all times. The managers should understand ways of leading ethically (Robbins & Coulter, 2010). Furthermore, people in this bank should learn ways of resisting to act in an unethical manner.

Conclusion

In conclusion, Wells Fargo’s senior management encountered an unethical issue when they pressured the employees to achieve impractical and unrealistic sales targets. As a result of this pressure, the bank’s employees utilized fraudulent tactics to attain the impossible targets. This ethical issue is yet to be resolved properly. A straightforward and practical solution is for this bank to pay back its customers the fraudulent fees which it charged them and cease its fraudulent practices in the future.

References

Hartman, L. P. (2011). Business ethics: decision making for personal integrity and social responsibility. New York, NY: McGraw-Hill/Irwin.

Robbins, S., & Coulter, M. (2010). Management (10^th ed). New York, NY: Pearson Education Inc.

Zacks investment research. (2015). Wells Fargo sued by city of Oakland over predatory lending. Chatham: Newstex. Retrieved from http://search.proquest.com/docview/1715737472?accountid=87314

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Financial Planning Assignment Paper

Financial Planning

Order Instructions:

Assignment needed is as posted on your site “Manager’s Functional Role in the Organization”, however at least one sited source is required to be used from the school’s library. This assignment is due tonight by 11pm. 1/16/16

South University Website is:

https://mycampus.southuniversity.edu/portal/server.pt/community/south_university_campus_common/202

User Name – tiffany_shakepeare
Password – Pr@1seH1m

Assignment is 2-3 pages plus title & reference page. At least one reference must be from the schools library. You can also click on the syllabus to view the chapter readings for week 1. I would like to use Wells Fargo. Please remember that all papers are run through Turn-it-in to check for plagiarism.

The below is a copy of the actual assignment requirements:
Assignment 3: Selecting An Organization – Course Research Project

Choosing an Organization

Select one of the following companies to study in depth over the next 4 weeks.

BP Oil
Kimberly-Clark
Kroger
Nucor
Walgreens
Wells Fargo
Kaiser Permanente
Ascension Health
Google
Apple
Your own organization*

Your final project for each week in this course will require you to examine this organization. * If you wish to use your current organization in which you work, you must have this approved in writing by your instructor before moving forward with the assignment.

Research your chosen company. Find a minimum of one library source, which will support your thesis in this assignment. Review your assigned weekly lecture and text reading. Select from this reading 3-5 key concepts, which will also support your thesis. In a two to three page paper, address the questions below. Your paper should follow APA format including a title and reference page. The two to three page paper length requirement does NOT include the title page and reference page. Refer to your classroom area titled South University Policies and Guideline: Using APA Standards in Your Coursework to ensure you are following the correct format.

Managers have the responsibility to oversee and influence the direction of an organization. Their input is critical to an organization’s performance and success. Describe the manager’s functional role in the organization. Explain expectations of the role. Evaluate how the manager fulfills the expectations of the role. Explore the different types of planning in your assigned reading. Explain what specific planning challenges you think this manager might face on a day-to-day basis. Provide examples. Compare these planning challenges to a manager in a similar position of 25 years ago.

Post your report in the W1: Assignment 3 Dropbox by Week 1, Day 6.

Assignment 3 Grading Criteria
Maximum Points
Submitted a two to three page research paper that included one library source and provided 3-5 key course concepts to support work.
10
Described the manager’s functional role in the organization. Explained expectations of the role.
10
Evaluated how the manager fulfilled the expectations of the role.
5
Explained what specific planning challenges this manager might face on a day-to-day basis. Provided specific examples.
10
Compared planning challenges to a manager in a similar position of 25 years ago.
5
Wrote in a clear, concise, and organized manner: demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation.
10
Total:
50
SAMPLE ANSWER

Managers always have different responsibilities depending on the needs of their respective organizations. Manager roles vary from one organization to another and also from one functional area to another within an organization. Well’s Fargo is an American Banking company. It performs various financial services and is situated in San Fransisco, California. A manager in a company like Well’s Fargo plays many important roles for the company to perform well in it’s banking activities.

All the functional roles of the manager in a company like Well’s Fargo may be grouped into five basic functions including; Planning, leading, staffing and controlling. These functions are usually global for managers in different organizations.

Planning

Planning, designing or creating a method that can be used to achieve a particular goal. An example is if Well’s Fargo company want to open a new branch in a different state. The manager firstly decides which steps are necessary to accomplish that goal. The steps might include how they will construct the new branch building, where it is situated, estimated period to be taken and also cost. When the plan is in place, Well’s Fargo company will then follow it to accomplish their goal of opening a new branch. There are four main types of planning that the organization manager may use ( Lewis, 2007) ;

Financial Planning

In financial planning, the manager creates a good plan showing the amount of finance that will be used to achieve the set objective.

Strategic planning

A strategy plan of action for accomplishing the project must be introduced. This responsibility still goes to the manager. The manager should provide a clear strategic vision that can be implemented with minimal or no problem at all.

Contingency Planning

Here, the manager designs another backup plan which will be useful if unexpected occurrence that hinders the central plan occurs. Contingency planning is important when a disaster strikes and they are activated to fill the void.

Succession Planning

This is a very important planning action. This is where the manager must be able to set up a plan that will be used in case one member of the team suddenly left. The manager must make sure that the project still continuous when an employee abandons. The manager will therefore think of a plan like just creating a different backup team that will only be called when such calamity strikes.

Organizing

After the plan is put in place, the manager then needs to organize the team responsible and gather all the materials that will be required. The manager will also be responsible for assigning responsibilities to different workers of the organization.

Staffing

Here, the manager discerns all the needs of the project. The manager then decides to prepare employees well for the task by recruiting more employees, and also training them.

Leading

The manager is responsible for leading the team of employees into achieving the set goal. The manager leads by motivation, communicating, guiding an also encouraging employees before and when they are working ( Lewis, 2007) .

Controlling

After all other elements of the project are set. The manager needs to continually check the team progress against the set goals. The manager will also be responsible for setting correctional measures necessary to make sure that the set plans are followed accordingly (Ferraro, 2012).

A manager in Well’s Fargo may face many challenges especially during planning. These challenges are mostly due to time, money, scope, ad also employees. The following are a list of problems that the manager might likely face;

Undefined Goals

In this case the goals of the manager are not clearly defined. Upper organization of Well’s Fargo upper management might not agree to support certain goals and this poses a significant problem to the manager in trying to explain the goal and also finding another method of achieving the same goal if it becomes impossible.

Scope Changes

Scope changes is a big problem that a manager might encounter during planning. This occurs when the scope of the project is extended beyond the already set limits. This may call for more resources to be pumped into the project so as to accomplish it. Pumping more resources like money means the planned resources will need to be adjusted and the manager might be blamed for fund mismanagement (Ferraro, 2012).

Other challenges that a manager might also face are like inadequate skills posed by employees. The manager will be required to gather more resources to use for training the employees. Other problems like impossible deadlines expected of the manager might arise if the time given for a certain project is just not enough.

Other planning challenges that would have been faced by the Well’s Fargo manager 25 years ago can be compared. Challenge like communication would have been extreme. This is because communication media 25 years ago was so poor compared to the current communication state. The employee skills 25 years ago was very low and the manager would have used a lot of resources to hire employees with good skills, unlike now, many employees are well trained in their respective fields ( Lewis, 2007) .

We therefore can see that a manager in Well’s Fargo can have many roles to play. These roles have been categorized into the six management functions discussed above. The main functional role of the manager is planning on how a certain objective or a goal can be met by the organization.

References

Lewis, P. S. (2007). Management: Challenges for tomorrow’s leaders. Mason, OH: Thomson/South-Western.

Huffman, Matt L. (2013). Organizations, Managers, and Wage Inequality

Ferraro, J. (2012). Project management for non-project managers. New York, NY: AMACOM.

Goh, M. H. (2011). A manager’s guide to British Standard BS25999 for business continuity management. Singapore: GMH Pte Ltd.

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Effects of Human RM Practices on Employee Performance

Effects of Human RM Practices on Employee Performance Order Instructions: Annotated Bibliography

The topic is “EFFECTS OF HRM PRACTICES ON EMPLOYEE PERFORMANCE”

Provide three additional references related to your Doctoral Study topic in annotated bibliography format and synthesize these three references into a component of the doctoral study rubric (ex. Nature of study, literature review, etc.) Please, it is important that the writer use sources not older than 5 years, and please it is also important to include the DOI where necessary.

Effects of Human RM Practices on Employee Performance Sample Answer

Effects of HRM practices on employee performance: Annotated Bibliography

Hamzah, M. A., Osman, D., & Edris, H. M. (2014). The effect of human resources management practices on employee performance. International Journal of Scientific & Technology Research, 3(9): 129-133

The study conducted by Hamzah, Osman and Edris (2014) examined the effect of human resource management practices toward the performance of employees in a particular organization. The HRM practices which were included in the study were selection and recruitment, compensation, and performance appraisal. The study included a total of 40 participants. A broad review of the literature was done. A structured questionnaire was used in data collection and SPSS was used to analyze the gathered quantitative data. The results showed that compensation, as well as recruitment and selection, correlated significantly with the performance level of the employees (Hamzah, Osman & Edris, 2014).

Shaukat, H., Ashraf, N., & Ghafoor, S. (2015). Impact of human resource management on employee performance. Middle-East Journal of Scientific Research 23(2): 329-338.

In their study, Shaukat, Ashraf and Ghafoor (2015) explored the contribution of various HRM practices including employee participation, performance evaluation, job definition, selection, compensation, career planning and training on the perceived performance of employees. Their study was also aimed at describing the HRM decisions that could have a unique and significant impact on the overall performance of the organization. The researchers exhaustively assessed the correlations between employee performance and systems of high-performance work practices. The sample size comprised a national sample of several companies. A comprehensive literature review was carried out on relevant, current studies on the related topics. The findings indicated that HRM practices actually have a statistically and economically significant impact on the performance level of employees (Shaukat, Ashraf & Ghafoor, 2015).

Tiwari, P. (2011). Impact of Selected HRM Practices on Perceived Employee Performance: An Empirical Study. Global Management Journal, 3(1/2), 37-43.

In his exploratory research which was followed by causal study, Tiwari (2011) sought to determine the impact of selected human resource management practices on the perceived performance of employees is a number of cement-making corporations. Primary data was gathered using a quantitative, closed-ended questionnaire which was based upon 5 point scale. The researcher obtained secondary data from online databases such as EBSCOhost, Emerald, as well as from printed journals and magazines. Suitable statistical tools and SPSS software were utilized in data analysis. The researcher conducted an extensive review of existing literature on the subject matter. The findings demonstrated that human resource management practices affect employees’ level of performance. Implementation of sound human resource management practices brings about effective management of human resources. The researcher found out that human resource management practices help in increasing employees’ performance (Tiwari, 2011).

Effects of Human RM Practices on Employee Performance References

Hamzah, M. A., Osman, D., & Edris, H. M. (2014). The effect of human resources management practices on employee performance. International Journal of Scientific & Technology Research, 3(9): 129-133

Shaukat, H., Ashraf, N., & Ghafoor, S. (2015). Impact of human resource management on employee performance. Middle-East Journal of Scientific Research 23(2): 329-338. DOI: 10.5829/idosi.mejsr.2015.23.02.22117

Tiwari, P. (2011). Impact of Selected HRM Practices on Perceived Employee Performance: An Empirical Study. Global Management Journal, 3(1/2), 37-43.

Impact of Cultural Differences in Performance Management

Impact of Cultural Differences in Performance Management Order Instructions: The advent of technology has increased appetite for globalization. There are increasing economic, political & social interactions between countries.

Organizations are also tapping into these opportunities by expanding their business reach and consumer base especially in developing continents such as Africa & Asia. Such organizations are referred to as multinational companies (MNCs); they are single entities with multiple nationalities (Dowling et al., 2008 cited in Armstrong, 2014).

It is imperative to manage performance both at the individual and organizational level. However, this has implication for organizations that operate across borders due to cultural and environmental differences.

The impact of cultural, political or national differences on performance management (PM)

As discussed in previous weeks, despite the benefits of implementing a PM system, it is associated with certain challenges such as line manager bias, inadequate skills (Aguinis, 2012), etc. These challenges are magnified in MNCs (Cascio, 2011) because of the complexity that cultural and environmental differences introduce to the process.

An aspect of PM that is likely to be impacted by cultural, political or national differences is Feedback. For example, the feedback norm in my country is to focus on the message being passed and not necessarily on how the individual takes it. However, from my work experience in a UK-based MNC, it is evident that the Western approach to feedback is different. There seems to be more focus on the landing of the feedback. The implication is that while an average Nigerian goes straight to the point, a Westerner is focused on soft landing. The difference in feedback approach will pose a challenge for an MNC.

Another aspect of performance that may be impacted is the management of poor performance. The labor laws in most countries in Asia & Africa are perhaps not as strict as what obtains in the West. So while a local company in some of those countries may not have a formal process for managing poor performance, companies in the West can’t afford same slack, especially where it involves termination of an employment contract. To further protect itself, an MNC will demand its subsidiaries to adopt a similar approach for managing poor performance.

Preventive measures by HR leaders

To proactively manage potential PM issues in MNCs, (Mellahi, Frynas & Collings, 2015) have identified some measures that HR leaders should put in place:

1. Encourage and facilitate periodic interactions between the parent and host companies. It may be in the form of country visits, e-conferencing, etc. It will help both parties especially the parent company appreciate the cultural realities

2. Organize common training programs such as rater training (Aguinis, 2012), etc., so that all line managers across the different business units have common knowledge, understanding, and interpretation of the global standards or process. In my organization, we usually have training sessions and access to materials developed by the team in the center.

Impact of Cultural Differences in Performance Management Conclusion

Despite cultural and environmental differences, it is imperative to adopt a suitable PM approach. My recommendation is the partial convergence (Armstrong, 2014). While standardization of process across MNCs is valid, it is also helpful to recognize local practices and customs. For instance, in the Asian example (Shen, 2005 cited in Armstrong 2014) adopting a partial convergence approach could mean that feedback is given in line with the home company system but done in groups to mirror the host country practice.

Regards,

Toyin

Impact of Cultural Differences in Performance Management References

Aguinis, H. (2012) Performance management, 3rd ed. Upper Saddle River, NJ: Pearson Prentice Hall.

Armstrong, A. (2014) Armstrong’s handbook of performance management: an evidence-based guide to delivering high performance, 5th ed. London: Kogan Page.

Cascio, W. F. (2011) ‘The puzzle of performance management in the multinational enterprise’, Industrial and Organizational Psychology, 4 (2),pp.190-193.

Mellahi, K., Frynas, J.G. & Collings, D.G. (2015) ‘Performance management practices within emerging market multinational enterprises: the case of Brazilian multinationals’ International Journal of Human Resource Management [Online] DOI: 10.1080/09585192.2015.1042900 (Accessed: 11 December 2015)

Impact of Cultural Differences in Performance Management Sample Answer

Response

As determined in this case, the inclusion of technology has increased globalization, a factor that has seen the increase in economic, political and social interactions between different nations. Additionally, it is of the essence to determine the fact that different organizations also tap into these opportunities by expanding their business scope and consumer base (Aguinis, 2012). The multinational companies, therefore, manage performance both within the individual and at the organizational level even while operating in different regions with different cultures and environmental conditions. Performance management, therefore, remains an essential element within the functions of an organization especially when this impacted by cultural, political and national differences (Armstrong, 2014). From the knowledge and experiences have acquired within different work environments, there are certain challenges that may hamper and inhibit the implementation of a performance management system that includes biases and inadequate skills among the line managers.

The poor performances of management systems are also another challenge that has been considered as detrimental in the implementation of the performance management systems. In managing these challenges, it is of an essence to determine the fact that organizing training programs for the line managers within different organizations develops and facilitates the increase in their knowledge in the manner in which these systems may be implemented (Cascio, 2011). It is also crucial to determine that the development of interactions between different organizations may also be helpful in enhancing the learning capacities of managers. In conclusion, it is essential to determine the fact that despite the environmental and cultural differences that organizations encounter, it is essential to develop and contextualize a significant performance management approach that suits the needs of an organization. It is therefore essential to standardize processes within organizations that include the identification of different elements within a region.

Impact of Cultural Differences in Performance Management References

Aguinis, H. (2012) Performance management, 3rd ed. Upper Saddle River, NJ: Pearson Prentice Hall.

Armstrong, A. (2014) Armstrong’s handbook of performance management: an evidence-based guide to delivering high performance, 5th ed. London: Kogan Page.

Cascio, W. F. (2011) ‘The puzzle of performance management in the multinational enterprise’, Industrial and Organizational Psychology, 4 (2), pp.190-193.

Performance Management During Global Expansion

Performance Management During Global Expansion Order Instructions: In the modern economy, global expansion has become a common topic of interest and concern.

Although there are many benefits to reaching a new base of customers, there are also significant challenges, even in regard to performance management.

In this essay, you will explore the challenges of implementing performance management in the context of an organisation expanding into a new country or region.

To complete this essay:

1) •In approximately 830 words, analyse two issues that could arise related to performance management if your organisation (or one with which you are familiar) began operating in a new country or region of the world.

2) •What aspects of performance management are most likely to be impacted by cultural, political or national differences?

3)•What can HR leaders do to predict and/or anticipate these types of issues?

4)How might working with line managers and other staff on performance management issues differ in the new country or region?

Important Note:
please follow the points and the instructions excellently

Performance Management During Global Expansion Sample Answer

Performance Management during global expansion

The idea of performance management was initially experimented by Beer and Ruh (Bassey 2009). Australian Commission (2014) defines performance management as a tactical and cohesive method to providing continued achievement to organizations by enhancing the capacity of employees who work for an organization and by enhancing the competency and functionality of teams and individual employees. Blackman et al. (2013) explain it as a logical and all-inclusive (complete) manner of work designing, evaluating and assessment aimed at endlessly increasing the involvement of each employee and team’s influence on the accomplishment of organization’s goal. Watkins (2007) explained the management of performance as a course of action for realizing higher achievements for the organization from teams and workers by perceiving and governing operations in the context of an approved structure of designed objectives, standards, and goals.

The three definitions highlight the following features of performance management that will definitely be affected by an organization’s decision to expand to new regions and countries. First, the definition highlights that performance management has a strategic function which is concerned with wider matters confronting the organization. The second aspect describes performance management as being systematic and holistic. It has four integrated aspects: perpendicularly allying teams and employees in an organization with its goals; purpose or functional integration; integration of the human resource department and assimilation of individual desires (Pullen 2007). The strategic and systematic performance management processes of an organization will have to change in case it expands to new regions. This is because the number of employees and managers to be evaluated will increase. Therefore, a more strategic and systematic approach will have to be put in place in order to cater for the increase in the number of employees. The three main aspects of performance management that may be affected by an organisation’s decision to expand include: the performance management policy framework, planning, evaluation and the reward system.

First, the company needs to assess the policy frameworks regulating the new country’s labour market after which the organisation must ensure that its policy, rules and regulation in performance management are in line with the standards in the new country. The new country obviously has policies and rules regulating the labor market. Therefore, the organisation must plan its performance management processes in order to comply with the standards required by the country in which it intends to operate in. Expanding into new regions means that the company will have to plan its process in order to cater for the change. Geographical dispersion effects and impacts organization processes, especially related to performance management. The planning processes of the organization will therefore change.To ensure that a performance management system flourishes, a rigorous and efficient monitoring process needs to be in place. Carefully assessing the organization, individuals and departments is an essential part of performance management.

Secondly, monitoring and evaluation performance management processes entails not just evaluating the growth of every division and employee but also offering them with continuous feedback. For an organization to succeed in its performance management efforts, it must monitor each process and ensure that it is aligned with the goals of the organization. In circumstances where the performance management system is not working then improvements must be made to cater for the situation. Therefore, the monitoring processes is quite important to an organization that is expanding to new regions. Assessment of the performance management system must be done until it works.When a company decides to expand in to new regions, the monitoring processes must be reinvented to ensure that employees from all regions receive timely feedback.

Thirdly, the reward processes and system may change because of the different cultures and background. Even though some experts suggest that rewards are not important in the performance management system, the reality is that almost all employees desire to be appreciated through rewards and other motivation strategies. Rewarding employees will not only influence the success of the performance management system but also the success of the entire company. A complete performance management process must have rewards as a way of motivating employees. Rewardsenhanceemployee satisfaction. It also boosts productivity and ensures the organization’s objectives are achieved.

As argued above it, therefore, can be concluded that the performance management policy of an organization will be influenced by the national and geographical differences or even the political system of the country. This because the organization must comply with the country’s regulations in order to survive. The monitoring and reward processes and aspect of performance management will be influenced by the cultural aspects of the country in which the organization intends to expand in.

In order to predict and anticipate these aspects of performance management, the human resource department needs to undertake thorough research of the country’s policies, culture and political systems that may affect performance management decisions.

Working with the new managers and staff in the new region on performance management issues will differ in aspects such as planning, monitoring, and reward. The human resource department will also spend a lot of time orienting the new line managers and staff on the organization’s performance management system. Additionally, the HR will also need to ensure that the line managers and staff understand the objectives and goals of the organization for an efficient system.

Performance Management During Global Expansion References

Australian Public Service Commission (APSC), 2014a, State of the Service Report 2013–14. Canberra, Australia: Commonwealth of Australia.

Bassey, B (2009), A case for performance management in the Public Sector in Nigeria. International journal of business and management, vol. 4, no. 4, pp.20-45.

Blackman, D. A., & Buick, F,.& M. Flynn, O & D. West, 2013. Strengthening the Performance Framework: Towards a HighPerforming Australian Public Service, Canberra, Australia: Commonwealth of Australia.

Pullen, W, 2007, A public sector HPT maturity model. Performance Improvement, 46 (4): 9-15.

Watkins, R, 2007a, Designing for performance: Aligning your HPT decisions from top to bottom (part 1 of a 3-part series), Performance Improvement, Vol. 46 no.1, 7-13.

Personal Development Portfolio Management

Personal Development Portfolio Management Order Instructions: The Personal Development Portfolio (PDP) provides the framework to help you expand your academic, professional and career development; build and sustain a personal learning network; articulate your professional goals; and reflect on your skills through various strategies and assessments.

In this week’s PDP assignment, you will reflect on how you can apply what you have learned about performance management in this module to your professional goals.

To prepare for this PDP Assignment:

1) Review information from the Learning Resources (Will be sent by email))

2) Review your Week 3 PDP assignment and the feedback you received from your instructor

3) Reflect on your learning in this module and how it relates to your current and/or future practice as an HR professional

4) How do you see the concepts that you have studied applying to your professional experience?

5) What steps might you now take to aid you in the transition of applying the coursework to your workplace?

6) How can you link what you have studied in this module with what you learned in your previous modules?

7) What ethical and cultural issues have you considered important in this module and how have they impacted upon your views of Human Resource Management and business strategy?

8) Do you feel that you have improved your ‘key skills’ (report writing, time management, etc.) as a result of your experiences with this module?

Important Note:
Please follow the instructions and points mentioned above exactly.

Personal Development Portfolio Management Sample Answer

Personal Development Portfolio: Performance Management

Performance management is the systematic process through which an organization involves its staff members, as members of a group and as individuals, in improving the effectiveness of the company in the attainment of its goals and mission (Biron, Farndale & Paauwe 2011). This paper provides a reflection on how I may apply what I have learned as regards performance management in this module to my professional goals.

I see the concepts which I have studied applying to my professional experience in that I have actually witnessed them being used at my place of work on several occasions, for instance how performance management is linked to career planning. Performance appraisal, which is a component of performance management, is used by my organization in rating the performance of staff members and in evaluating their contribution toward the goals and objectives of the company. Performance appraisals at the workplace lead to the recognition of work done by employees including myself, and mostly through the means of appreciation and reward.

Performance appraisal also serves as the connection between the company and my personal career goals. Feedback is communicated positively and helps in motivating the workers and in identifying individual career developmental plans. Basing on the appraisal, the staff member may develop his or her career goals, attain new levels of competencies and chart his or her career own progression (Ahmed & Kaushik 2011). The other key concept studied in the module which applies to my professional experience is the use of supportive feedback in improving performance management systems. Regular informal feedback exchanges between the staff members and the managers are important in enhancing the efficacy of performance management (Dahling & O’Malley 2011).

To help me in the transition of applying the course to my workplace, the steps which I would take include the following: firstly, I would write down each of the important lessons from the course that I wish to apply to my place of work. Secondly, I will determine any resources that I may need in order to effectively apply the coursework to my workplace. The resources may include an experienced person in the workplace such as a performance manager or an appraiser who will guide me on how to properly apply the studied concepts into practice. Thirdly, I will continue practicing the studied concepts by applying them regularly on my work tasks at the place of work until I have perfected on them.

What I have studied in this module could be linked with what I learned in the previous modules in that in all the modules, the theme of performance management has been at the core. In essence, all the topics studied in this module and in the previous modules revolve around the subject of performance management. In this module, I have been able to study a wide range of topics on performance management. Some of them include the correlation between career planning and performance management, how supportive feedbacks can enhance performance management, the use of organizational rewards to strategically recognize good work and improve the performance of every worker, and how performance management helps with employee engagement. They are all linked to the previous modules in that they are all about the subject matter of the use of performance management in organizations to improve organizational performance and attain organizational goals.

In this module, the cultural and ethical issues which I have considered vital include the fact that ethics has to be the foundation of performance appraisal and the main goal of ethical performance appraisals must be to give a frank and candid evaluation of the employee’s performance (Mone et al. 2011). These cultural and ethical issues have impacted upon my views of Human Resource Management and business strategy in that I now strongly believe that during performance appraisals, the evaluation must be as highly objective as possible, and performance managers should never deliberately skew the results of a performance review for whatever reason. They should not be subjective at all. For instance, punishments and rewards must be utilized positively because if they are utilized in a negative way, they may affect the employee’s morale negatively. The appraiser or performance manager should not reward a staff member that she or he likes more than another employee, when the other employee is, in fact, more qualified. Furthermore, the appraiser who rates employees must not distort the information by employing their own prejudices or values (Claus & Briscoe 2009). Equally important, the performance manager needs to provide information which is valid, reliable and consistent.

On the whole, I feel that I have improved my key skills such as time management and report writing as a result of my experience with this module. This is large because, during the course of this module, I was able to write a number of reports as part of the assignments given in the module, which I wrote satisfactorily and adequately enough. Being able to write good reports was of major importance in helping me to improve on my report writing skills. With regard to how I have improved on time management, it is worth mentioning that I managed to complete all the assigned assignments and the reports on time, which was essential in helping to improve and enhance my time management skills.

Personal Development Portfolio Management References

Ahmed, P., & Kaushik, MD 2011, Career Planning – An imperative for employee performance management system. IJBIT, 4(2): 106-106

Biron, B., Farndale, E., & Paauwe, J 2011, Performance management effectiveness: Lessons from world-leading firms. The International Journal of Human Resource Management, 22(6): 1294-1311

Claus, L., & Briscoe, D 2009, Employee performance management across borders: A review of relevant academic literature. International Journal of Management Reviews, 10(23): 175-192

Dahling, J., & O’Malley, AL 2011, Supportive feedback environments can mend broken performance management systems. Industrial and Organizational Psychology, 4(3): 201-203

Mone, E., Eisinger, C., Guggenheim, K., Price, B., & Stine, C 2011, Performance management at the wheel: Driving employee engagement in organizations. J Bus Psychol 26(2011): 205-212

Monitoring Performance Management System

Monitoring Performance Management System Order Instructions: Please reply on this paper: Employee’s commitment and dedication to a business can be for many reasons.

It is theorized that setting clearly defined goals and monitoring them through performance management systems reinforces the organizations commitment to the employee (Chiang, F. & Birtch, T. 2012). Rewards for performance should be linked directly to goal setting, employee development, competency measures and team performance (Mujtaba, B. G. & Shauaib, S. 2010 p113) helping the employees who perform the tasks feel more empowered to do the job.

When we discuss performance management and rewards, I believe there should be an intrinsic link between performance increases and a reward. It should be very much structured in a way which enhances and reinforces that the performance the employee is achieving is what the organization needs (Mujtaba, B. G. & Shauaib, S. 2010, p120). By setting an achievable goal, giving them support so they achieve it and then rewarding them will show commitment from both sides.

In one of this week’s readings, Paul Williams from Smith and Nephew discusses that rewards “should be regarded as an outcome and not a driver” (Mujtaba, B. G. & Shauaib, S. 2010, p112) my father worked for S&N for 10 years. Having now spoken to him briefly about his time there and Hr processes he said they had decoupled the pay reviews and performance reviews so they were done at different times. Typically they were completed 12 weeks after a PR meeting although the PR was still formerly discussed. He also said it was more of a celebration at management level if a pay rise was rewarded. By being taken to the head office, meeting the MD, shaking his hand, confirming your pay rise and having a discussion about what his targets were for the following year. It was very personal and has said it was one of his most remembered times. It confirms just as Aguinis states that pay reviews are not always about money (Aguinis, H. 2012, p274) and the total reward and personal touches should be thought about.

Rewards can be delivered in different ways, financial and non-financial can be just as important as each other. Money does not always motivate people and so there have to be other methods to reward them effectively (Armstrong, A. & Baron, 2004, p106). In my own organization performance is rewarded in a different way, currently, that is annually and in line with performance reviews. Up until two years ago we only used financial rewards as a way to encourage people. However, we now use non-financial methods as ways to differentiate commitment to the organization. Free days off (Birthdays) early finishing times throughout the year and many other things that are unique to an individual and their performance. I would agree though that there is a huge strain on smaller businesses who would have to try and coordinate this at a separate time (Armstrong, A. & Baron, 2004, p112).

In my own organization we have had ethical issues in the past with the bonus performance system, which has meant strong controls have had to be put into place with technology to back it up (Aguinis, H. 2012, p269). But I do question the validity of the continual bonus scheme as a way to maintain performance, it’s almost taken for granted now as part of the package and think there could be alternative methods in our quest for performance.

There has to be a level of difference for everyone in an organization (Aguinis, H. 2012, p273) but as financial gain is relatively easy for an organization to offer we really should look for more rewarding opportunities for the employees. I feel that other incentives work much better at keeping a commitment, such as sharing of stocks, private health care, pensions or flexible working patterns but to name a few. By showing the organizational commitment to the employee in return they could be committed to performing to a high ethical standard which supports a total reward system and the company mission.

Monitoring Performance Management System References

Armstrong, A. & Baron, A (2004) Managing performance: performance management in action, 2nd ed. London: CIPD. Chapter 7, ‘Performance management and rewards’, pp.103-114

Mujtaba, B. G. & Shauaib, S. (2010) ‘An equitable total rewards approach to pay for performance management’, Journal of Management Policy and Practice, 11 (4), pp.111-121.

Aguinis, H. (2012) Performance management, 3rd ed. Upper Saddle River, NJ: Pearson Prentice Hall. Chapter 10, ‘Reward systems and legal issues’

Chiang, F, & Birch, T 2012, ‘The Performance Implications of Financial and Non-Financial Rewards: An Asian Nordic Comparison’, Journal Of Management Studies, 49, 3, pp. 538-570, Business Source Complete, EBSCOhost, viewed 6 December 2015.

Monitoring Performance Management System Sample Answer

Performance management system

A key aspect of performance management entails managing staff members and managers, given that their performance would have a significant effect on the company’s performance altogether. In this posting, the student is exactly right by pointing out that employee rewards for performance should actually be linked directly to goal setting, employee development, competency measures as well as team performance and helps workers to feel empowered. The student states that rewards could be delivered in different ways, which is very true. A reward system basically comprises all the psychological, non-financial, and financial payments that a company offers to its staff members in exchange for the work they carry out (Aguinis, 2012). Not every employee is motivated by money and therefore it is important to also have non-monetary reward methods such as flexible working patterns.

Linking performance to the distribution of incentives, bonuses and salary contributes effectively to talent management and helps to motivate people. Researchers have reported that when executed well, pay for performance could actually motivate employees to do their work tasks well (Chiang & Birtch, 2012). In addition, the student is also correct by stating that an organization should set attainable goals for its employees and give support and encouragement to the employees to achieve the goal and then reward them after they have achieved the goals as this would demonstrate commitment from both sides. On the whole, the main objectives of having a reward scheme are as follows: to conform to legal regulations; to motivate staff members, and to be ethical. Other objectives are to support the corporate goals by aligning the goals of the company with the goals of the staff members; to align the risk preferences of employees and managers with the risk preferences of the organization; and to ensure that the company can recruit and retain an adequate number of staffs with the appropriate skills (Mujtaba & Shauaib, 2010).

Monitoring Performance Management System References

Aguinis, H. (2012) Performance management, 3rd ed. Upper Saddle River, NJ: Pearson Prentice Hall. Chapter 10, ‘Reward systems and legal issues’

Chiang, F, & Birch

, T. (2012). ‘The Performance Implications of Financial and Non-Financial Rewards: An Asian Nordic Comparison’, Journal Of Management Studies, 49, 3, pp. 538-570, Business Source Complete, EBSCOhost, viewed 8 December 2015.

Mujtaba, B. G. & Shauaib, S. (2010). An equitable total rewards approach to pay for performance management. Journal of Management Policy and Practice, 11 (4), pp.111-121.

Rewards and Performance Management

Rewards and Performance Management Order Instructions: Please reply on this article:

Rewards and performance management

Arnolds and Boshoff (2002) investigating the influence of need satisfaction on self-esteem and performance of managers and employees as advanced by Alderfer found out that need satisfaction gives a positive influence on self-esteem which in turn exerts a positive influence on employee’s job performance. According to Alderfer, they say employees look to satisfy three major needs to drive motivation and engagement at the workplace:

Existence needs – Basic material existence motivators that sustain and provide a sense of security
Relatedness needs – Need for maintaining interpersonal relationships and belonging to groups
Growth needs – Intrinsic desire for personal development and reaching one’s full potential
Employers, therefore, design tools and programs to attract, retain and motivate employees based on their needs of existence, relatedness and growth in a concept referred to as total reward systems. According to Armstrong and Baron (2004), total rewards concept considers looking at rewards in a broader integrated and coherent wholesome way. Total Rewards will, therefore, include everything the employee perceives to be of value resulting from the employment relationship. These may include compensation, benefits, work-life balance, performance & recognition and development & career opportunities among others.

One of the challenges organizations are facing today is getting the right mix of rewards to ensure equity in compensation. Employers, therefore, try to put in place reward portfolios that will support its Employer Value Proposition in the market with pay for performance being a major guiding principle. Management must, however, ensure that there is a balance between creating shareholder value and fulfilling employee needs. Mujtaba and Shauaib (2010) point out the importance of having appropriate pay systems that encourage and reward employees to drive focus and efficiency in producing quality products for attraction and retention of qualified and committed people. They further explain that with the push to develop reward programmes that encourage employees to work harder and faster, the risk of unethical behaviors being used resulting from the pressure related to performance and incentives or ineffective implementation procedures becomes high. They, therefore, advise training and education of managers to ensure proper design and implementation of reward systems and further suggest integrating the reward system into the performance management system that is strategically aligned to the organization’s mission and vision statements.

Aguinis (2012) advises creating a performance management system whose performance standards are clearly defined and explained, having standardized procedures that are uniformly communicated to all employees, providing timely performance information to employees, allowing employees to challenge ask questions at the review process and treating them with courtesy and civility during the process, allowing for formal appeals, performance information to be gathered from multiple, diverse unbiased raters, offering formal training to supervisors and ensuring the system is consists flawless procedures and thorough documentation processes to detect any potential discrimination effects or biases or abuses to avoid litigation issues.

Armstrong and Baron (2004) therefore suggest separating performance for pay and performance for development discussions to ensure that meaningful development discussions take place. In this case chances of unethical practices such as awarding ratings inappropriately or using development opportunities as a reward favor become less.

Aguinis (2012) concludes that pay is not the only motivator and that people want more out of a job as they seek an environment that provides full satisfaction and engagement based on trust, respect and established relationships. Reward systems he says must transcend beyond pay and be seen as a vehicle to drive positive behavior to realize good performance results.

Rewards and Performance Management References

Aguinis, H. (2012) Performance management, 3rd ed. Upper Saddle River, NJ: Pearson Prentice Hall.

Armstrong, A. & Baron, A (2004) Managing performance: performance management in action, 2nd ed. London: CIPD.

Mujtaba, B. G. & Shauaib, S. (2010) ‘An equitable total rewards approach to pay for performance management’,Journal of Management Policy and Practice, 11 (4), pp.111-121.

Arnolds, C.A. and Boshoff, C. (2002) ‘Compensation, esteem valence and job performance: An empirical assessment of Alderfer’s ERG theory’. Academic Journal – International Journal of Human Resource Management, 13(4):697-719 Language: English. DOI: 10.1080/09585190210125868

Rewards and Performance Management Sample Answer

High performance from the employees is the wish and target of any employer. This is because the performance of the individual employees is directly related to the performance of the organization at large (Ammons, 2015). To achieve high levels of performance from the employees, including the managers, it is vital to understand the sources of their motivation and reward accordingly. However, just like the article says, rewards should indeed be awarded based on more than just pay and money for the performance of any employee to improve.

It is true, just like the article says that the three sources of motivation for most employees include, the feeling of being relevant in the place of work, the sense of being related to the place of work and the job and the want to grow in their careers (Alfes et al., 2013). Therefore, as employers and management, it is important to put emphasis on the three points apart from just using money as the motivator. However, it should not be forgotten that money is also a key motivator, without which all the three may not work. Employees usually need to be paid well for them to be comfortable and, therefore, be motivated to work (Buckingham & Goodall, 2015).

In conclusion, the facts presented by the author in the article are true, but money should also be given emphasis as a primary motivating factor for good performance. Without adequate payment, the employees may not be motivated to perform even in the presence of good work relationship, relevance in the place of work and growth in the career (Truss et al., 2013). All the factors are important in motivating workers to perform well and, therefore, should be adequately considered for any organization to perform better.

Rewards and Performance Management Bibliography

Truss, C, Shantz, A, Soane, E, Alfes, K, & Delbridge, R 2013, ‘Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory’, International Journal Of Human Resource Management, 24, 14, pp. 2657-2669, Business Source Complete, EBSCOhost, viewed 7 December 2015.

Alfes, K, Truss, C, Soane, E, Rees, C, & Gatenby, M 2013, ‘The Relationship Between Line Manager Behavior, Perceived HRM Practices, and Individual Performance: Examining the Mediating Role of Engagement’, Human Resource Management, 52, 6, pp. 839-859, Business Source Complete, EBSCOhost, viewed 7 December 2015.

Ammons, D 2015, ‘GETTING REAL ABOUT PERFORMANCE MANAGEMENT’, Public Management (00333611), 97, 11, pp. 8-11, Business Source Complete, EBSCOhost, viewed 7 December 2015

Buckingham, M, & Goodall, A 2015, ‘Reinventing Performance Management. (cover story)’, Harvard Business Review, 93, 4, pp. 40-50, Business Source Complete, EBSCOhost, viewed 7 December 2015.