Performance
Given the need to improve organizational productivity through increasing employee performance, develop a performance management program that focuses on linking the organizations strategic objective with the individual effort outlining the benefits of improved performance, the consequences for lack of performance as well as the employee and managerial training that will be needed for implementation.
Purpose of the performance management program (PMP)
The purpose of the PMP is to align the motives of the employee with that of the organization so that the employee is encouraged to work for the good of the organization. Objectives are formulated that are in line with those of the employee, a system of rewards and consequences are established that attract the employee, and a system of monitoring and work appraisal, formalized together with employee, is established.
a. Strategic
The PMP is strategic so that the organization's goals are clearly aligned with that of the individual and both are moving in the same direction. Plans are outlined, a strategy is set, and manager and employee collaboratively work towards accomplishing strategy.
b. Administrative
The PMP is likewise administrative in that clear communication has to be set at the outset and throughout between administrator and employee. Implementing and maintaining goals involves establishing clear specific expectations and reviewing those expectations so that administrative functions of the organization are held in check and accomplished. In fact, one of the important functions of the PMP is to enable manager to control tasks and projects of organization so that it is moving in desired direction.
c. Developmental
The PMP is also developmental in that administrator and employee are involved in a continuous loop of performance, review, evaluation, and assistance to meet the organizational goals. By so doing, the individuals, himself is likewise progressing towards his goals. A state of continuous learning is, therefore, involved in the process, as well as progress and moving forward since goals are contrasted to and modified according to benchmarks in order to reform and ensure progress.
2. Performance measurement criteria
In order to be as effective as possible, the PMP has to cohere to certain criteria. These measurements gauge whether the individual is indeed following he contract according to benchmark characteristics or initially agreed-upon objectives.
The criteria have to be valid, reliable, and acceptable.
a. Valid
The criteria has to measure what it says it will measure. For instance, if I wish the worker to perform excellent work. I have to concisely and clearly define what I mean by the term 'excellent'. I have to be specific. In this way, the term, if actualized, will meet my objective
b. Reliable
The criteria has to be the same form situation to situation. If I, for instance wish my worker to demonstrate 'excellent' behavior, I have to be consistent in my expectations of this 'excellence' placing upon him expectations that he can meet and not irrationally and arbitrarily differing in my demands
c. Acceptable
Before the start of the program, I will establish work criteria and expectations with employees. I will also clarify job expectations and descriptions. I will make sure that workers understand my work criteria and that they agree to abide by them.
3. Performance measurement system
An effective PMP has to establish employee's attention on what matters most to success. Measures are identified, targets and thresholds are established, and baseline and benchmarking data is set.
a. Link to business strategy (What is to be accomplished?)
Since business depends on customer satisfaction for success, to me one of the prime characteristics is excellent customer service. I also wish my employees to be content. Content employees will produce quality work. The contentment of the employees, therefore, a as well as quality of work environment, and the level of their interaction with peers will likewise be assessed. Finally, their general performance and adherence to rules will be reviewed.
1) What metric measurements are important?
I will consider sales increases, customer satisfaction surveys, employee satisfaction surveys, attitude and feedback at regular meetings, the general environment in store (such s level of small talk and greeting amongst employees and between employee and...
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