Performance Management and Contingent Reward

Performance Management and Contingent Reward Order Instructions: I want the writer to reply on this essay:

Traditionally, the reward system only is provided to remunerate for the positions employees are holding according to what is stipulated in the job description as their pay, benefits, and incentives. Pay scheme is simply set with few salary scale to cover different ranges of performance. The salary adjustment was normally done at the end of the year according to their seniority at a certain percentage of their base salary instead of paying for employees’ work quality or performance.

Contingent pay (CP) in todays’ reward system maintain that individual is paid or rewarded based on how their performance with an amount called variable pay other than the base salary. It is found that contingent pay in the implementation of PMS is more effective in raising the quality of work when individual pay is directly linked to the reward system. Contingent pay system guided the organization to define effective performance clearly for employees at a different level and positions to understand what is needed and expected of them in respect of behavior and results in order to communicate strategic goals to the working levels by management. It guides the individual to change behavior that leads to high performance.

However, there is a sign of a decrease in the drive after implementation of contingent pay system for a certain period of time. This is because of the determinants of performance which are the declarative knowledge, procedural knowledge and motivation are not in place or insufficient. If the employee put the heart in doing their work with high motivation due to contingent pay scheme but without good procedural and declarative knowledge they may still fail. Contingent pay plans will have high motivation effect provided employees can see: a clear link between efforts and expectations; a clear link between their performance and rewards; and employees able to appreciate and value rewards represented to them. As mentioned in Aguinis (2012, p,267) motivation is constituted by meeting expectancy, instrumentality and valence conditions.

Other than motivation, declarative and procedural knowledge, there are other factors affecting CP plans. An organization CP plan may also fail: when PMS is not effective and poor; when the rewards is insufficient or insignificant to employee; when there is not enough support and accountability from the managers; when the extrinsic motivation exist at the expense of intrinsic motivation; when rewards for executives are disproportionately huge compared to those received by employees; when there is a folly of rewarding A while hoping for B. It is also important and critical that the CP plan blend with organization culture. The traditional culture or involvement culture of top-sown decision making and clear defined jobs such as piece rate, commissions and group incentives are seen to work well together with strategic business objectives.

In order to make rewards work CP plan shall: define and measure the criteria for particular rewards; ensure performance come before allocation of rewards; ensure all employees are eligible; make rewards visible, contingent, timely and reversible; also look into using nonfinancial rewards including challenge, responsibility, interesting and meaningful work. (Armstrong & Baron, 2004, p.103) mention ‘Non-financial motivation is provided by performance management through recognition, the provision of opportunities to succeed, skills development and career planning, and by enhancing job engagement and commitment.’

The other areas to look into to ensure effective implementation of reward system is knowing how to structure pay system. It can be classified into different categories of job based on their relative worth as in salary scale. Of course we also cannot overlook the process of job evaluation through data collection in relation to the skills, knowledge and abilities that are require for each job scope.

The new challenges faced in organization context during implementation of PMS are ethical and legal issues such as: employment at will which termination of employment; employers if not follow the performance management practice may be accused of negligent; employers can be blamed and sued for defamation if the employer makes a false statement; and organization can also be accused of negative impact or unintentional discrimination if the PMS has an unintentional impact of the minority or diversed workforce. As far as ethical alignment is concern, Mujtaba & Shuaib (2010, p.115) mention ‘individuals should be given resources, training, and the means of accomplishing results within defined linitations. Such limitations can be defined by a code of ethics or the values which the company has been guided by in its day-to-day operations.’ It is noted ethical behavior should be a critical criterion for high performance as it may damage company strong reputation and future in no time and it will affect the trust in customer which require long term repair and establishment. In one of our business unit with stringent corporate governance to scrutinize unethical business operation, due to high-level management unethical business practice, that business was under authority investigation. It is often than not unethical business operations involve higher management unethical behavior and inappropriate value rather lower level unethical act that trigger detrimental damage to reputation. Due to this unexpected act by the management the business operations has been stalled for months for investigation. The rebuilding of company reputable will take a while before customer gain confidence in this business unit again.

Performance Management and Contingent Reward References

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

Chapter 10, ‘Reward systems and legal issues’
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, & Shuaib, S 2010, ‘An Equitable Total Rewards Approach to Pay for Performance Management’, Journal Of Management Policy & Practice, 11, 4, pp. 111-121, Business Source Complete, EBSCOhost, [Online] Available from: http://search.ebscohost.com.ezproxy.liv.ac.uk/login.aspx?direct=true&db=bth&AN=59258140&site=eds-live&scope=site (viewed 5 December 2015).

Performance Management and Contingent Reward Sample Answer

P.M. W.71

The contingent reward system is a motivation-oriented system used to reward those that achieve their identified objectives. It provides positive underpinnings for a job well done. This reinforcement measurement motivates personnel to efficiently complete their duties and accomplish their objectives in a timely fashion. Different from annual performance appraisals, the contingent reward system offers more frequent evaluation of the workers work with application rewards when qualified. To be efficient, the reward alternatives in this motivation mechanism should be therefore of interest to the personnel. If the rewards fail to capture the attention of the workers, the rewards will not offer productive motivation. In companies, commissions and monetary bonuses are the most used types of rewards. Nevertheless, other rewards may just be active. Rewards such as free memberships, trips, paid vacation days are considered productive reward aspects when utilized appropriated. As positive fortification, the contingent reward system should motivate the general required attitude. Not only must the personnel achieve the exigent goal, they must endorse and sustain the company’s metrics of required behavior. For example, the contingent reward program may reward sales persons with free airfare for surpassing the sales measure successively for numerous months. Nevertheless, the rewards program must apply to the sales person when the sales accounts fail to meet the firm’s quality needs. The reward program must be explicitly defined to ensure that all personnel comprehend what is needed to qualify. Even if the contingent reward program should be a structured one to be effective, the program should also be tailored and gratifying to capture the interest of the employees.

Performance Management and Contingent Reward 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, & Shuaib, S 2010, ‘An Equitable Total Rewards Approach to Pay for Performance Management’, Journal Of Management Policy & Practice, 11(4) pp. 111-121, Business Source Complete, EBSCOhost, [Online] Available from:
http://search.ebscohost.com.ezproxy.liv.ac.uk/login.aspx?direct=true&db=bth&AN=5925 8140&site=ed -live&scope=site <(viewed 5 December 2015)>.

Ideal Performance Management System Characteristics

Ideal Performance Management System Characteristics Order Instructions: I want an excellent writer as this assignment is very critical and important.

This assignment is an evaluation of the characteristics of the ‘ideal’ performance management system.

This assignment, you will critically evaluate Aguinis’ (2012) list of ideal performance management system characteristics in the context of a different organization, one that does not have any kind of formal performance management system in place.

To prepare for this Assignment:

1) Review case 1.1 in (Aguinis, 2012), which presents a set of ‘ideal’ characteristics for a performance management system.

2) To complete this Individual Assignment:
In 1650 words, prepare a critical evaluation of Aguinis’ (2012) list of ideal performance management system characteristics that you used in your Week 5 Assignment. (The paper is sent by email))

3) In your evaluation, consider whether this list incorporates all of the important features and success factors you have reviewed in this module, in sufficient detail, for a Human Resources leader to be able to use it effectively in improving an existing performance management system. Recommend changes to the list, or explain why no changes are necessary.

4) As part of your evaluation, formulate a ‘test case’ organization that does not have any kind of formal performance management system in place. Discuss the potential costs and benefits to this organization of implementing a performance management system that adheres to these characteristics.

5) Incorporate ideas and concepts from your readings and further research to support your arguments.

Dear my writer please cover all the points mentioned above as they are very important. and all the required files will be sent by email shortly

Appreciate every single moment you spend in my paper.

Ideal Performance Management System Characteristics Sample Answer

Ideal Performance Management System Characteristics

Critical evaluation of the characteristics used in week 5 assignment

Without a doubt, having clear and specific goals and objectives in an evaluation system is the first system towards the identification of errors and developments. This goes a long way in ensuring that the necessary improvements are made while the strengths are maintained. Moreover, whenever a project is going on, things that are not proceeding as planned are identified in advance and amended, which saves a company a lot of money. Ubidin et al. (2015) noted that effective performance management systems are always characterized by specific evaluation attributes that correspond to and fit the employees’ job description. Essentially, all that this means is that guided by the performance management system, the employees would always remain aware of their roles and responsibilities and perform them as required. This would prevent underperformance and colliding if some are not vividly aware of what they should do. Therefore, based on this specificity, all employees would be in a position to meet all the set expectations, which would result in organizational success.

Again, an effective performance management system has the necessary measured for identifying and determining performance that is effective or ineffective. Moreover, detrimental results and behaviors would be identified in advance, which would permit early amendments. Therefore, barely would it reach a point where a given challenge becomes too complicated to be solved amicably (Yeoh, Richards & Shan, 2014). This would also go hand in hand with the exact identification of varying performance effectiveness levels among the employees. Consequently, the management would be able to create appropriate reward systems based on the employees’ performance levels. As a result, the employees would become more motivated to perform better. In addition, this would be the basis of the management identifying the underlying reasons as to why the employees might not be performing based on the set standards. Following this, all the factors that influence performance would be identified and addressed, and the overall wellbeing of the employees would improve as some of these factors are usually personal or human-related.

Many employees and managers in different organizations would agree that effective performance management systems put the employees’ interests at the center. If the employees are not in favor of all the projects being implemented and the changes being adopted, then barely can there be a success (Koss, 2011). On the same note, the employees should believe that the systems used for management and evaluation are fair. It can only be fair if the employees and managers believe it is. Consequently, it becomes very easy for them to comply and support the planned goals and objectives that were initially agreed up. Peaceful operations in any company ultimately promote success and higher performance. Moreover, clear, timely, and effective communication of all the expectations is important in promoting employee retention, prevention turnover, increasing productivity, and ensuring loyalty. There is a great need for the management to ensure that all communications are two way. The feedback that the employees give should never be underrated or ignored. This is based on the fact that these are the eyes of the organization and they can create awareness about the competition or changes occurring in the market and industry. In addition, an organization can depend on these to determine the improvements that are needed, considering that the employees are in more direct contact with the customers (Yoon-Ho, Dong-One & Ali, 2015). Therefore, they get to know about the clients’ needs even before the management does. Any organization should be aware that taking care of the employees properly is all that is needed for the customers to be handled in the best possible manner.

Promoting and ensuring equality is another very cardinal component of an effective performance management system. Therefore, the appraisal should be standard regardless of if being used to appraise the top executive or frontline employees. Moreover, there is a great need for every employee at the organization to be evaluated and audited. Through this, everyone would be keen on performing to their best level. In addition, cases of fraud would be curbed considering that they are mostly perpetuated by the top managers. If the employees are sure that all their managers are also exposed to the processes that they are exposed to, then they would have some sense of comfort or consolation in equal treatment.

Basing evaluation of subjective factors is recommended. Moreover, having a clearly defined performance criterion enables all the employees to perform based on what is expected from them. Essentially, a well-defined performance criterion should come after well-defined goals and objectives. Therefore, the management in every organization should be keen in ensuring that the performance criteria being used is understandable, clear, and defined properly. As less time as possible should be used when using the performance management system. Moreover, there should be adequate measures for ensuring that the gathered data is trustworthy, consistent, reliable, valid, and consistent. Many would agree that effective performance evaluation systems consume the least time possible and if economical, then maximum benefits can be attained.

If the system being used is practical, that is, easy to use, readily accessible for use, and satisfactory, then using it would promote proper decisions. The employees would never consider the system a burden and would comply with it. In addition, it should measure functions that the employees can control and the benefits realized from its implementation should outweigh the costs faced.

If the list has all the vital features and success factors in adequate detail for effective use by an HR leader in improving an existing performance management system

Some vital features and success factors are missing, and an HR intending to improve an existing performance management system would need to include them for maximum benefits to be realized.

Recommended changes/ why changes are not necessary

One of these is the presence of an appeal process that the employees can use to challenge incorrect or unjust decisions and practices. The presence of this can greatly ensure that those in authority are very cautious about all the actions they engage in since the employees are watching (Ento, Bento & Ferreira, 2014). In addition, this is another way of giving the employees a voice in the organization, meaning that they are valued as a fundamental component.

Regardless of the fact that performance criteria that are consistent and used on all the employees despite their levels were emphasized on, it is necessary to ensure that the performance evaluations are carried out regularly. This would ensure that any emerging issues are detected early enough and addressed before they become too complicated. Another item that should be stated strongly and emphasized is the need for supervisors to suppress personal self-interests when providing evaluations. As far as this is concerned, using external auditors and evaluators can greatly ensure that these personal self-interests are suppressed (Buckingham & Goodall, 2015).

Another item that ought to be included is the need for management to respect employee privacy. For example, if not sure about something, a supervisor can track emails and texts from the phone the company has given to the employee for business purposes but not the personal phones. In addition, the management should apply the employee privacy rules to avoid breaches. In connection to this, it would only be fair if the management evaluated only the performance dimension for which sufficient information is available. This can go a long way in ensuring that the management is aggressive in collecting all the needed information for evaluation before time, and that information is not sought forcefully from the employees when the evaluation period draws near.

Another item that HR personnel should include is strategic congruence where the individual goals of the employees are aligned to those of the unit and organization. This is useful since it makes the employees feel that they are in the right place. For example, an organization that promotes learning among the employees, promotes, and partly finances their education advancement would attract new and experienced employees compared to their counterparts. Another item is the need to be responsive to and consider the norms of the region’s and country’s culture (Aguinis, 2012). This promotes the organization’s acceptability to the local people, and this is important in helping it maintain a competitive edge. The skills and knowledge of the evaluators should change gradually based on the developments taking place in the industry. This would act as a platform for improvement within the organization. Moreover, the organization should always focus on using the results obtained from the evaluations for making vital administrative decisions.

Potential costs and benefits for the organization implementing a performance management systems which adheres to the characteristics

At Tex organization that does not have in place a recognized performance management system, there are numerous benefits that can be realized following the implementation of a system with the specified characteristics. Following the adoption and proper implementation of the system, the organization would become more focused on effectiveness, success, and efficiency. In connection to this, the employees would experience a different work environment where they have the resources, ability, and empowerment needed to perform to their maximal ability. Another benefit that the test case organization would experience increases fulfillment of the set goals and objectives, considering that the dedication and commitment of the employees would go a long way in making this possible. Following the adoption of the system, the managers would also become more committed to their management and leadership roles, which would ensure that they remain relevant to the organization considering all the developments going on.

One potential cost that the organization would face is an increase in audit costs. Considering that increase performance and productivity would become a key component, then it would be necessary for the management to commit more funds and times towards regular meaningful, sincere, and truthful performance review and audits. Regardless of the fact that the organization would face increased cost, eventually, the benefits of this would become evident.

Ideal Performance Management System Characteristics Reference List

Aguinis, H. (2012). Performance Management. New York City, NY: Prentice Hall.

Buckingham, M., & Goodall, A. (2015). Reinventing Performance Management. (cover story). Harvard Business Review, vol. 93 iss. 4, pp. 40-50.

Ento, A., Bento, R., & Ferreira, L. (2014). Strategic Performance Management Systems: Impact on Business Results. Journal of Computer Information Systems, vol. 54 iss. 3, pp. 25-33.

Koss, S. K. (2011). Solving the compensation puzzle: Putting together a complete pay and performance system. New York City, NY: Prentice Hall.

Ubidin, S. N., Aziz, N. F., Ahmad, A., & Sorooshian, S. (2015). Performance Measurement Systems. International Journal of Management, Accounting & Economics, vol. 2 iss. 2, pp. 153-155.

Yeoh, W., Richards, G., & Shan, W. (2014). Benefits And Barriers To Corporate Performance Management Systems. Journal of Computer Information Systems, vol. 55 iss. 1, pp. 105-116.

Yoon-Ho, K., Dong-One, K., & Ali, M. A. (2015). The Effects of Mutual Trustworthiness between Labor and Management in Adopting High-Performance Work Systems. Relations Industrials / Industrial Relations, vol. 70 iss. 1, pp. 36-61.

Strategies for Performance Management System

Please, I want a reply to this collaboration:

Integrating training, development and Individual/organizational learning strategies with performance management.

Strategies for Performance Management System

Most of the traditional Performance management system is for the purpose of facilitating pay increment through evaluating employees’ performance. In today’s competitive business world, whereby an organization is rushing for talent in the tight crunching market, performance management system serve more functions than before. Other than knowing how well an employee performs so that organization able to decide how valuable an employee is in order to pay what it is thought to be reasonable, performance management system play an important strategic role in winning their competitors. This can be done through by identifying the organization and individual strength and weakness using PMS evaluation. With this information, an organization can progress and improve with their results through their development plan. The other purpose of understanding the performance of an individual employee is to reward and retain talent so that organization is able to have a strong pool of talent consistently to ensure business sustainability.

Ahmed & Kaushik (2011) mentioned that performance appraisal is part of performance management system assist in evaluating the performance of employee so as to monitor their contribution leading to the organizational goal. By setting clear objectives lead employees to guide and mold their behavior that contributes to organizational results. Adopting and implementing effective development plan will improve employees’ knowledge, skill, and ability so that they have a good performance appraisal from superior. Performance appraisal plays important role in linking organization goal and employees’ personal career advancement hence increase motivation and job satisfaction through the career planning system. It has a great positive impact on new talent recruitment, talent retention, and commitment.

Sessa et al. (2009) elaborated that the performance management system are adopted for the purpose of evaluating employees’ performance as well as employees’ development. Through feedback gathered from managers, superiors, clients, customers, and other employees organization is able to performance status so that goals for future learning can be set. As mentioned in the papers, performance management encourages learning within individuals. Armstrong & Baron (2004) mention that most people learn for themselves through self-managed learning and suggest that that can be encouraged through the best use of their experience. Self-managed learning can be achieved subject to whether organizational culture encourage or the workplace is conducive for learning.

Learning can be enhanced through performance management by helping them to learn from their working experience, creating a conducive learning environment and by the guidance and support from their immediate supervisors. In our job site, there is newly recruited experienced staff. But we hardly see them contributing to team results using their experience. It was due to few reasons: team leader did not encourage them to exercise their knowledge, skill, and ability; they did not fit into the team culture fast enough; they were not sharing their knowledge and view objectively to improve the team results. Therefore learning should include briefing, daily interaction, daily information updating and clear instruction of what is to be achieved intermittently. Learning shall include sharing, acquire contemporary information for immediate action. Aguinis (2012) a good development plan shall include clear development objectives; a way of acquiring new skills and knowledge with a timeline; ways to measures performance. But I think it should include creating a good culture and conducive environment for learning and executing knowledge and skill based on immediate information.

Strategies for Performance Management System References

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

•Chapter 8, ‘Performance management and employee development’

Ahmed, P, & Kaushik, M 2011, ‘Career Planning – An Imperative for Employee Performance Management System’, International Journal Of Business Insights & Transformation, 4, 2, pp. 102-109, Business Source Complete, EBSCOhost, [Online] Available from http://search.ebscohost.com.ezproxy.liv.ac.uk/login.aspx?direct=true&db=bth&AN=68640403&site=eds-live&scope=site (viewed 28 November 2015).

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

Chapter 6, ‘Performance management and development’, pp.93-102
Sessa, V.I., Pingor, C. & Bragger, J. (2009) ‘Using performance management as a learning tool’. In: Smither, J. & London, M. (Ed.) Performance management: putting research into action. San Francisco, CA: Pfeiffer, pp.329-358.

Strategies for Performance Management System Sample Answer

Performance management system

This collaboration is spot on by pointing out that nowadays, as a result of a very competitive business world, performance management systems in organizations have several other purposes besides just facilitating pay increment. The author of this collaboration reveals that performance management systems help to determine how well a given staff member is doing to establish how valuable an employee is so as to compensate him/her accordingly. A performance management system also helps to reward and retain talent as this will enable the company to continually have a sufficient number of competent staffs to ensure business sustainability. In essence, the aim of performance management systems is to develop people with the needed competencies and commitment for working toward the shared goals in an organizational framework (Ahmed & Kaushik, 2011).

Performance management system has a number of functions since they are designed to improve both organizational and individual performance through identifying performance requirements, giving feedback regularly, and helping the staff members in their career development. On the whole, the practice of performance management helps to drive decisions with regard to performance, transfers, promotions, remunerations, terminations, disciplinary procedures, as well as development needs in a business organization (Aguinis, 2012).

The collaboration is also accurate in stating that performance appraisal is a vital part of performance management as it helps to link the goals of the company with the staff member’s personal career advancement goal thereby helping to increase employee job satisfaction and motivation. Armstrong and Baron (2004) stated that performance appraisal is usually included in performance management systems; performance appraisal in many companies is actually part of an overall performance management system. The performance appraisal occurs periodically and becomes the foundation for making remedial actions and setting further targets (Armstrong & Baron, 2004). An effective performance management system ensures that staff members have the knowledge as well as skills needed to deliver what is expected of them by executing development plans, as well as learning and development activities.

Strategies for Performance Management System References

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

Ahmed, P, & Kaushik, M (2011). ‘Career Planning – An Imperative for Employee Performance Management System’, International Journal Of Business Insights & Transformation, 4, 2, pp. 102-109, Business Source Complete, EBSCOhost, [Online] Available from:http://search.ebscohost.com.ezproxy.liv.ac.uk/login.aspx?direct=true&db=bth&AN=68640403&site=eds-live&scope=site (viewed 28 November 2015).

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

Statistics and management Assignment

Statistics and management

Order Instructions:

The writer will have to read each of this post and react to them by commenting, analyzing and supporting with relevant articles. The writer will have to read carefully before giving constructive comments on the post. The writer should write a one paragraph of at least 150 words. APA and in text citation must be use as each respond to the two post must have in text citations. The writer will have to use an article to supports his comments in each of the article. Address the content of each post below in a one paragraph each, analysis and evaluation of the topic, as well as the integration of relevant resources.

It is important that the writer avoid grammatical errors and use constructive feedback in the two articles.

I will send the articles via email

SAMPLE ANSWER

In dataset 1. Most of the analysis performed were sufficient for the purpose of the inferential statistics. This is because the p-value was used in making inference about the sample data (Ireland, 2010). Nevertheless, the tables were not formatted by APA 6^th edition guideline (Szuchman, 2013). The writer opts to modify the table looks such that their appearance resembles that of an APA table format. Furthermore, some of the in-text citation did not follow the APA guideline. Furthermore, the inference made was incorrect; the hypothesis is never accepted, it is just lack of adequate evidence that leads to failing to reject. Thus, the inference was supposed to state: we fail to reject the null hypothesis due to lack of enough evidence (Ireland, 2010). Furthermore, the hypothesis should be restructured to look more professional, and on the same note the null hypothesis are denoted by (H₀ or H_a), and the alternative hypothesis with (H₁or H_b) (Masson, 2011).

In data set 2: the APA file formatting is well observed in the table formatting (Szuchman, 2013). Furthermore, the research paper is well written, since the writer wrote the research question that will act as a blueprint for his/her analysis. Nevertheless, the descriptive statistics were supposed to give the distribution of data, which is the spread of data (Ireland, 2010). On the same note, the writer cannot make an inference based on the descriptive statistics, which are used to construct the confidence interval. Thus, logical analysis like ANOVA analysis ought to have been carried out to measure the variability of the variables (Hecke, 2012). These tests are powerful, and they are used in the inferential statistics. In particular, to test whether there exists statistical difference between variables. Similarly, the writer should not say that the null hypothesis is accepted (fail to reject) (Masson, 2011).

References

Hecke, T. V. (2012). Power study of ANOVA versus Kruskal-Wallis test. Journal of Statistics and Management Systems, 15(2-3), 241-247. https://doi.org/10.1080/09720510.2012.10701623

Ireland, C. (2010). Inferential statistics and hypothesis testing. Experimental statistics for agriculture and horticulture, 62-70.

Masson, M. E. (2011). A tutorial on a practical Bayesian alternative to null-hypothesis significance testing. Behavior research methods, 43(3), 679-690.

Szuchman, L. (2013). Writing with style: APA style made easy. Cengage Learning.

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Performance Management in an Organisation

Performance Management in an Organisation Order Instructions: In a successful organization, do individual employees’ performance objectives align with their organization’s strategic goals – and if so, how?

How do organizations best communicate with employees about their individual performance objectives?

In this Key Concept Exercise, you will examine the role of individual performance objectives in performance management, as well as approaches to establishing and communicating with staff about these objectives.

Prepare a 550-word analysis of the role of individual performance objectives in performance planning, and critically evaluate two approaches to setting and communicating with staff about performance objectives.

What are the strengths and weaknesses of each approach?

In which situations would one approach work better than the other?

Performance Management in an Organisation Sample Answer

Introduction

Performance improvement and the roles of the performance management are essential elements in many organizations today. The rise of business pressures in several firms has immensely taken a rise, a factor that requires the development of an effective and efficient business approach that enables an organization to be competitive. This, therefore, requires that the human resource professionals are well vast with the understanding of the essence of optimal performance management in addressing the internal obstacles that organizations undergo (Aguinis, 2012). This paper, therefore, seeks to determine how the performance of employees aligns with the strategic goals of an organization and the manner in which this occurs. The paper will also review approaches that organizations employ in communicating efficiently with their employees on their individual performance goals.

Employees’ Performance Objectives and how they align with Organization’s Goals

Performance management involves the approaches that managers employ in guiding and motivating high-performance levels in organizations. According to Aguinis (2012) such approaches involve a traditional initiative that focuses on the provision of formal performance rewards, appraisals, and recognition to spur the manner in which employees carry out their functions ( p 12). In this case, the performance objectives of individual employees can align with the goals of an organization through well-defined and set goals that remain the primary performance management activity.

In this case, the individual employee performance objectives are developed in accordance to the overall goals of an organization which defines the direction that should be followed and provides the approaches required in achieving such performances (Aguinis, 2012). It is in this event essential to determine that best practices within an organization infer to the fact that effective performance systems are tied to the objectives of an organization. This clearly means that there is an effect between individual goals and those of an organization.

The goals of an organization in this case provide an effective approach that ensures the employees of an organization are directed in supporting the overall business strategy of an organization, a factor that requires each and every individual to set goals that can be achieved and that are in line with those of the organization (Aguinis, 2012). According to sources, in order to set up effective goals that guide the performance of an organization, there is a need to determine the key areas of performance indicators the need to be defined.

In this, the key result areas infer to the aspects of the roles in which the employees are responsible such us the preparations of production schedules (Armstrong, 2014). These indicators, therefore, determine how performance within different areas may be measured for instance the units produced or the number of calls attended to in a period of time and which should require the commitment of the employees and the organizations leaders.

Communications Approaches with Employees on Performance Objectives

It is essential to also consider the fact that communication remains an essential element in enlightening the employees of an organization of their individual performance objectives. Communication can, therefore, be either upward or downward. The downward communication approach is from the management to the lower level and ensures that a judgment is passed on their performance objectives and how they can achieve these functions (Becom, & Insler, 2013).

As the information flows downward, it turns out to be individualized. On the other hand, the upward approach of communication is from the lower to the higher levels in which the employees pass on their needs, goals and aspirations. In the upwards approach, information, turns out to be precise and brief as a result of the channels passed through.

Performance Management in an Organisation Conclusion

Performance improvement and the roles of the performance management are essential elements in many organizations today. It is essential to determine that performance management involves the approaches that managers employ in guiding and motivating high-performance levels in organizations (Heslin, Carson, & VandeWalle, 2009). In this case, the individual employee performance objectives are developed in accordance to the overall goals of an organization which defines the direction that should be followed and provides the approaches required in achieving such performances.

Performance Management in an Organisation 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

Becom, A. & Insler, D. (2013) ‘Performance management: a bad process or a broken promise’, People and Strategy, 36 (2), pp.42-45.

Heslin, P.A., Carson, J.B. & VandeWalle, D. (2009) ‘Practical applications of goal-setting theory to performance management’, In: Smither, J. & London, M. (Ed.) Performance management: putting research into action. San Francisco: Pfeiffer, pp.89-114.

Aligning Organizations Project to its Statement

Order Instructions:

Fir this paper, the writer must use pear review articles of not more than 5 years old, and must clearly respond to the main questions pose at here below.

A Taste of Alignment

Imagine you have just graduated from a culinary school and have an appointment to demonstrate your knowledge and skills as a chef at a very successful restaurant. The restaurant manager asks you to prepare a dish of your choice from ingredients supplied by the restaurant’s head chef. You might opt for a recipe of your own creation, hoping to impress with originality and flair. Or, you might go with something basic and safe, aiming to show that you can make even a very simple dish delicious. The choice you make should depend a great deal on the restaurant itself. You should consider the types of food on the menu and whether the restaurant is trying to expand its choices. You should consider what clientele the restaurant attracts and whether it would like to appeal to a broader market. The more you know about the restaurant, the better your chances of landing the job.
Likewise, as a project manager intent on being a driving force in an organization’s success, it is important to understand the essential nature of the business. You should know the mission statement and strategic initiatives of the organization. You should consider how you can ensure that upper management will be receptive to your role in recommending the right ingredients in the right amounts for each project.
For your paper, respond to the following questions:

• Explain the importance of aligning a project or portfolio with the organization’s mission statement and key strategic initiatives.

o What issues might result if these are not aligned?

• What approaches might a project manager use to influence upper-level management in selecting projects that align to an organization’s mission statement and key strategic initiatives?

SAMPLE ANSWER

Introduction

The management of projects has rapidly evolved into a standard approach of conducting business within several organizations. This therefore determines that the key to productivity will in many occasions be considered in the manner in which projects are managed and the necessary tools that are needed in the implementation of a business approach within an organization(Besteiro, de Souza, & Novaski, O. 2015). In essence, every project within an organization should have the capacity to purposefully contribute to its strategic plan through an approach that ensures the project to the organizations mission statement and its key strategic initiatives. This paper therefore seeks to determine the essence of aligning a project with an organizations mission statement and its key strategic initiatives.

Aligning an Organizations Project to its Mission Statement and its Strategic Initiatives

Within a customer oriented organization, the mission and goals of such an organization remains directed towards meeting the needs of the consumers of their products and services. In this case a mission basically covers what the organization needs to achieve and this is communicated within the organization (De Souza, Carneiro, & Bandeira-de-Mello, 2015). The alignment of an organizations project to its mission statement therefore leads to the betterment of communication within an organization, a factor that leads to the improvement of performance and profitability.

Through this, an organization remains within the capacity of delivering high quality products and services to their clients with this new strategic initiative enabling such an organization to inculcate positive attitudes within the employees as they are directed towards the achievement of organizations productivity (De Souza, et.al. 2015). Additionally, it is also essential to mention that the cost of running a project that is strategically aligned to organizations mission statement remains relatively lower.

In line with this, it is therefore important to consider the fact that the implementation of effective projects that are aligned to an organizations mission and strategic initiatives gives an organization the opportunity to select and prioritize their projects, a factor that supports an organizations strategy (Gemünden, 2014). Through the priority systems of the mission of an organization, a consensus is created that only focuses on projects of high priority, a factor that results in the portfolio of projects that have the capacity to balance threats and opportunities and ensures a better use of an organization resource.

Issues that May Arise If These Are Not Aligned

In a case where an organizations project is not aligned to its mission statement and strategic initiative, there is a probability that there will be an ineffective planning and utilization of the organizations resources (Kerzner, & Saladis, 2009). Additionally, a portfolio of projects that lacks an alignment to an organizations mission may also lack the balance between its opportunities and threats, a factor that would make an organization fail in obtaining a consensus in deliberating on the projects of the highest priority.

Approaches that Project Managers may Use in Selecting Projects that align to an Organizations Mission Statement

It is essential to determine that project managers may use a selection approach that focuses on the businesses decisions where there are high-levels of analysis in determining the viability of a project and its ties to the organizations mission statement and strategic initiatives (Söderlund, & Müller, 2014). In this process, the project managers are required to determine the projects estimated duration, resources, justification, high level scope, and the finances required in the attainment of its goals. This therefore brings into perspective the project planning process.

Conclusion

As determined in this paper, the management of projects has rapidly evolved into a standard approach of conducting business within several organizations (Söderlund, & Müller, 2014). This therefore means that every project within an organization should have the capacity to purposefully contribute to its strategic plan through an approach that ensures the project to the organizations mission statement and its key strategic initiatives.

References

Besteiro, É. C., de Souza Pinto, J., & Novaski, O. (2015). Success Factors in Project Management. Business Management Dynamics, 4(9), 19-34.

De Souza, P. B., Carneiro, J., & Bandeira-de-Mello, R. (2015). Inquiry into the Conceptual Dimensions of Project Portfolio Management. Brazilian Business Review (English Edition), 118-148.

Gemünden, H. G. (2014). Project Management as a Behavioral Discipline and as Driver of Productivity and Innovations. Project Management Journal, 45(6), 2-6. doi:10.1002/pmj.21466

Kerzner, H., & Saladis, F. P. (2010). What Functional Managers Need to Know About Project Management. Hoboken, N.J.: Wiley.

Söderlund, J., & Müller, R. (2014). Project Management and Organization Theory: IRNOP Meets PMJ. Project Management Journal, 45(4), 2-6. doi:10.1002/pmj.21442

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Performance Management Systems

Approaching the Planning and Design of Performance Management Systems

Order Instructions:

There are many ways of describing ‘the human element’ in business, including motivation, engagement, career development, conflict resolution, joy at work etc. Ideally, what is best for the company is also best for its people. People who are committed to and take pride in their work are more likely to contribute to organisational performance. Is this always the case? Can performance management systems be designed to both help achieve the organisation’s goals and develop its people?

In this Collaboration, you will explore, how to approach the planning and design of performance management systems for optimal effectiveness.

SAMPLE ANSWER

Performance Management Systems

Introduction

In line with this, it is considerably essential to determine that many organizations use the performance management approach as a means of measuring and evaluating its employee’s behavior and achievements over specified durations (Aguinis, 2012). The central purpose of this paper is determining viable approaches into the planning and design of a performance management system that ensures an optimal effectiveness within an organization.

Approaching the Planning and Design of Performance Management Systems

It is essential to denote that improving the morale, developing loyalty and increasing the staff’s productivity within the employees of an organization through performance management remains an essential element in optimizing the effectiveness of an organization and its workforce (Aguinis, 2012). An efficient performance management system is one that puts into consideration a performance culture which develops employee engagement within an organization. This process, therefore, includes the setting, measuring, and rewarding the employees for the achieved expectation. In planning and designing a performance management system, an organization, in this case, needs to consider:

Defining its Goals

It is essential to determine that the first step into this approach is in setting the stage in a correct manner that considers the individual goals and aligning them to the corporate’s strategy. This process needs a collaborative approach that involves the managers and the company’s employees (Aguinis, 2012). Once a company establishes its wider scope strategy, the individual goals are then developed that support the bigger picture. The major job functions and responsibilities are then shared and individual’s needs are addressed through a framework.

The goals should be defined in a specified manner that allows the employees to understand what is required of them, when and the capacity (Winter, 2014/2015). The goals should also be measurable through an approach that provides milestones aimed at tracking the progress that would motivate the employees towards achieving their individual goals. The success of the goals also needs to be achievable with the collaborative efforts of all the employees. The goals should also focus on the overall organization’s strategy and be grounded within a time frame.

Monitoring the Progress of the Goals

It is also essential for managers to employ approaches of determining the progress of the employees with the aim of setting up assistances and resources for training when the goals and targets may be missed (Winter, 2014/2015). This enables the managers to determine their employee’s productivity, as well as the employees who are able to track their progress in achieving their goals. A review into the team goals over time is essential in stressing the organization’s focus.

Appraisal Process

This approach ensures that the best is received from the employees through an approach that listens, observes, and gives feedback including the provision of recognition of their needs (Winter, 2014/2015). An essential element in this process is to provide positive feedback on the successful achievements of the employees and to develop approaches to enable the employees to meet their skills. This bestows a sense of loyalty to an organization.

Pay-for-Performance Compensation

In order to retain an organization’s top talent, it is essential to determine motivational approaches that would meet the employee’s expectations. Through the pay performance, the organization is in a position to align the goals and objectives of the company in rewarding and motivating their employees who perform well while in an approach aimed at making them the assets of a company (Winter, 2014/2015). A successful pay-for performance strategy of compensation can be an essential factor in retaining the talents

Conclusion

An efficient performance management system is one that puts into consideration a performance culture which develops employee engagement within an organization. This process, therefore, includes the setting, measuring, and rewarding the employees for the achieved expectation.

References

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

Winter, C. (2014/2015) ‘Redefining performance management’, Human Resources Magazine, 19 (5), pp.22-23

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Strategic Planning and Performance of Stakeholders

Strategic Planning and Performance of Stakeholders Order Instructions: To be successful, human resources managers must create and implement a strategy that not only meets organizational goals but also takes into consideration the roles and responsibilities of important stakeholders.

Achieving this alignment requires careful planning.

In this Key Concept Exercise, you will explore the challenges of strategic planning and performance management systems design.

• Write a 550-word analysis of the relationship between strategic planning and performance management systems design, including the roles and responsibilities of stakeholders.

• In formulating your Key Concept Exercise, consider the following questions:

o How can organizational and HR leaders align the performance management system with the strategic plan?

o How can a performance management system help achieve critical elements of the strategic plan?

o Who should be responsible for, or have input into, the process of planning for performance management?

Strategic Planning and Performance of Stakeholders Sample Answer

Strategic Plan

Strategic planning is the organizational process of strategy definition and the appropriate allocation of core resources that need to be used in implementing these strategies (Johnston et al., 2013). Therefore, a strategic plan is a plan that is structured using appropriate strategies and resources to achieve his strategic goals of an organization. On the other hand, a performance management design is a key employee management system in business organizations (Adler, 2011). Its core purpose is to make effective use of Human relations management practices to effectively control the performance of individual employees and the organization. The two aspects mentioned above are used to improve mainly the performance of an organization by helping it achieve its strategic goals.

The HRM of a given organization is the one tasked to integrate these key aspects of an organization to effectively improve the output of the organization. The success of the organization solely depends on the ability of the HRM department in creating a shared understanding of what is to be achieved and the strategies to be put in place to achieve them. This entails solving the strategic plan first before moving on to the performance management system. Therefore, the two crucial components of a business organization go hand in hand.

The HRM department can effectively align the performance management system with a strategic plan in the following way. The organization has goals to be achieved. The first thing to identify are the goals to be achieved by the organization. Then the Human Relation Managers will look at the goals and the business environment to dictate which strategies are going to be used to achieve the said goals. After careful evaluation of the strategies, a strategic plan will be drawn up including all the necessary resources to be used I achieving the said goals. Consequently, a performance management design will be drawn up guided by the strategic goals of the organization. Then, the performance management design will be implemented guided by the ability of an employee to perform towards making the implementation of the strategic plan a success (De Waal, 2013). Therefore, the purpose of the performance management plan is to gauge the employee’s efforts toward successfully implementing the strategic plan.

The performance management system can help achieve critical elements of the strategic plan in some ways. First of all stakeholder are very crucial to the success of any organization. Therefore, the first step to achieving critical elements of the strategic plan is to involve the stakeholders. The second step is to have a scope of the goals of the strategic plan and purposes for management. Having an idea of the scope will provide valuable information about what the Performance management system will be looking to evaluate. The aspects to be evaluated include the effective and efficient use of resources. The strategic plan and the performance management system are closely tied to the guiding principles that help them achieve the organizational goals.

The management and the HRM department have the responsibility of planning the process of designing a suitable performance management system. The reason being that managers usually deal with ensuring that all resources are used in an appropriate manner to ensure that the goals of an organization are achieved efficiently. Therefore, it’s the sole responsibility of various management departments in an organization to provide input for the process of planning for performance management.

Strategic Planning and Performance of Stakeholders References

Adler, R. W. (2011). Performance management and organizational strategy: How to design systems that meet the needs of confrontation strategy firms. The British Accounting Review, 43(4), 251-263.

Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (Vol. 1). John Wiley & Sons.

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

Johnston, R. E., & Bate, J. D. (2013). The power of strategy innovation: a new way of linking creativity and strategic planning to discover great business opportunities. AMACOM Div American Mgmt Assn.

Analysing Performance Management Systems

Analysing Performance Management Systems Order Instructions: Analysing performance management systems

Your first Individual Assignment in this module, due in Week 5, is an analysis of the performance management system in an organisation with which you are familiar. This week, begin preparing for this Assignment by choosing an organisation that you will investigate.

To prepare for this Individual Assignment:

•Consider performance management systems in organisations with which you are familiar.

•Choose an organisation that has a performance management system in place. This could be an organisation where you now work, or where you have worked in the past. If you have no relevant professional experience, research an appropriate case to share.

To complete this Individual Assignment:

•In approximately 200 words, describe the organisation you chose, including any details you currently have about its performance management system. You may use a fictional company name for the sake of privacy. Include any thoughts you have about why it will be useful to study performance management in this organisation.

NOTE:

I work in Aviation Company

Analysing Performance Management Systems Sample Answer

Introduction

The success of any organization is based on the proper implementation of the performance management system for employees at National Business Aviation Association that creates an environment where the employees perform to the best of their ability with the aim of meeting the goals of the company (Yoon-Ho, Dong-One, & Ali, 2015). This paper , therefore,seeks to analyze the performance management systems at NBAA.

Performance Management Systems

One of the fundamental elements in NBAAs performance management systems is in conducting a meaningful and honest performance review that understands what factors motivate and engage employees within the work environment (Buckingham, & Goodall, 2015). The performance management systems of this company, therefore, seeks avenue through which the HR management activities and their strategic objectives can be integrated with the function of the organization (Ento, Bento, & Ferreira, 2014). This process, therefore, involves the setting of performance goals and expectations within the organization for the firms as a whole, the teams within the organization and the individual’s workers as well.

In this company, it is critical to mention that the performance management approach involves the identification, planning, monitoring and review of the performances of the employees through an approach that related the needs of the employees with the objectives of the organization as a whole (Ubidin, Aziz, Ahmad, & Sorooshian, 2015). The organization therefore uses the performance management system to enable the staff to follow the goals that are set by the organization that enables them to be effective in their duties.

Analysing Performance Management Systems Conclusion

As detailed I this paper, it is critical to mention that the performance management systems does not necessarily imply that the workers within NBAA are evaluated for their performances and rewarded or punished for the outcomesbut it is an approach that aligns and improves the performance of the company’s employees to enable them in meeting the goals of the organization (Yeoh, Richards, & Shan, 2014).

Analysing Performance Management Systems References

Buckingham, M., & Goodall, A. (2015). Reinventing Performance Management. (cover story). Harvard Business Review, 93(4), 40-50.

Ento, A., Bento, R., & Ferreira White, L. (2014). Strategic Performance Management Systems: Impact on Business Results. Journal of Computer Information Systems, 54(3), 25-33.

Ubidin, S. N., Aziz, N. F., Ahmad, A., & Sorooshian, S. (2015). Performance Measurement Systems. International Journal Of Management, Accounting & Economics, 2(2), 153-155.

Yeoh, W., Richards, G., & Shan, W. (2014). Benefits And Barriers To Corporate Performance Management Systems. Journal of Computer Information Systems, 55(1), 105-116.

Yoon-Ho, K., Dong-One, K., & Ali, M. A. (2015). The Effects of Mutual Trustworthiness between Labor and Management in Adopting High Performance Work Systems. Relations Industrials / Industrial Relations, 70(1), 36-61.

Strategic leadership and performance

Order Instructions:

Why do organisations implement formal performance management systems? What strategic or operational goals might such a system help the organisation accomplish? Strategic HR leaders may be in a position to assess their organisation’s environment, culture, capabilities and goals. They could also make a case for performance management within this context.
In this essay, you will explore the implications of a systems approach to performance management for organisational and staff outcomes.

•Write a 550 -word analysis of the intended strategic impact of performance management systems in an organisation. Also describe the impact of performance measurement for individual, team and organisational performance.

•In formulating your Key Concept Exercise, consider the following questions:

o Why do organisations implement performance management systems?

o What would be some potential issues with not having a formal performance management system in place? How might this have a negative – or positive – impact on the organisation and its staff?

o Consider the potential implications of performance management for staff, for leaders and for business outcomes.

SAMPLE ANSWER

Performance has been defined by many scientists and philosophers. Performance is the output of work since they provide the direct linkage to the strategic goals of an organization, measures economic contribution and even customer satisfaction (DE Martini C, (2013). Performance is a mark left behind by a person, and that exists apart from the intended purpose of that person. It is also something that depends on a variety of factors as it is multidimensional. Performance management, therefore, describes a process set by an organization by which it will ensure that employees are aware of what they are expected off and the level of performance expected of them and the role as well as any individual objective they will need to achieve to achieve overall organizational objectives. (Bourne M, and Bourne P, 2011).

Adoption of formal or informal approach depends on the size of the organization such that a small organization will adopt informal performance management approach. A large organization will tend to adopt formal performance management approach since a large organization needs a proper and effective management system.

One of the reasons why organizations should carry out and practice the implementation of formal performance management systems is to organize any training needs to be highlighted by the employees (Leonard, B 2011). In this case, it will ensure that each and every employee knows what he or she is expected of and takes part in the performance of the organization. The formal performance system also helps to rectify employee’s performance.

Formal performance management system helps strategic HR leaders to be in a position to assess their organization’s environment, culture, capabilities, and goals. Formal performance management systems, also, is of benefit since it enables the employees to understand their importance of their contribution to the organizational goals and objectives to the realization of Their success. If an organization implements the formal performance management systems, it will realize improved organizational performance, employee retention and loyalty, overcoming the barrier to communication, cost advantages and even improved productivity.

A well-organized formal performance management system that is well implemented and properly designed plays a crucial role in the performance of the organization. It is holistic in nature and a strategic tool that looks into every activity of the organization, individual management, team and also overall organizational performance.

Performance management establishes a culture that drives the company positively towards achieving its goals (Daniels A, 2014).Companies that fail to implement formal management performance may not be in a position to realize their performance. This is so because of the lack of proper individual and group management and also where every activity of the organization is not normally managed well. (Hope J, and Player S, 2012)

Upon conclusion, it is clear that, organizations that implement the formal performance management system, mostly achieve its goals and objectives, hence realizing a better performance in the global competition. Most of these organizations are big, unlike small organizations who use informal performance management. From my point of view, organizations should adopt formal performance management systems, as it helps in realization of its success.

REFERENCES.

DEMARTINI, C. (2013). Performance management systems: design, diagnosis and use. http://dx.doi.org/10.1007/978-3-642-36684-0.

BOURNE, M., & BOURNE, P. (2011). Handbook of corporate performance management. Chichester, West Sussex, Wiley.

LEONARD B. E. (2011). Antidepressants. Basel, Birkhäuser Basel. http://dx.doi.org/10.1007/978-3-0348-8344-3.

DANIELS, A. C. (2014). Performance management, and changing behavior that drives organizational effectiveness.

HOPE, J., & PLAYER, S. (2012). Beyond performance management: why, when, and how to use 40 tools and best practices for superior business performance. Boston, Mass, Harvard Business Review Press.

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