Human Resources -- Performance Management and Organizational Effectiveness
Assess the strengths and weaknesses of the performance management system in your organization.
Starbucks Corporation, founded in 1971 in Seattle, Washington (Shahi, Omar, Aufschlager, Schmerling, & Gassner, 2007, p. 3), prides itself in its exemplary performance management system. The prototypical performance management system focuses on two functions: decision-making, in the form of "pay increases, promotions, transfers, assignments, reductions in force or other administrative HR actions" (Pulakos, 2004, p. 3); and employee development, through guiding the "training, job experiences, mentoring and other developmental activities that employees will engage in to develop their capabilities" (Pulakos, 2004, p. 3). Using 360 Feedback Performance Appraisal provided by direct reports, employees (here called "partners"), coworkers, managers and customers (Starbucks Corporation, 2013; Lepsinger & Lucia, 1997), Starbucks' performance management system has many strengths but is also burdened with a few pronounced weaknesses.
In the decision-making function, Starbucks is strong in that it provides its employees with salaries (Hammers, 2011), bonuses, some free products and in-store discounts, along with benefits such as health insurance, 401k plans and stock options (Starbucks Corporation, 2013). However, according to several employees, Starbucks pays too little and offers too few benefits for the stressful workload and other working conditions such as unpleasant coworkers and poor managers...
Taking the relationship of employee morale and its linkage with organizational culture to the most extreme case, Yaghi (2007) studied how decision-making processes are implemented in companies where there is a dominant organizational culture. Selecting a faith-based organization as one of the cases for the study, the author determined how decision-making is mainly influenced by the organizational culture, influenced by the values of solidarity, guardianship, and (belief in a) mission
Performance Management System Executive Report on Return on Investment Return on Investment (ROI) is among the outstanding accepted performance measurement as well as evaluation metrics employed in business analysis. When undertaken rightfully, ROI analysis has proved to be the most influential instrument for evaluating on hand information systems as well as coming up with well-versed pronouncements on software acquisitions as well as supplementary projects. A number of years ago, Return on Investment
Performance Management Summary of the Publication "Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics" by Gary Cokins offers a form of map for helping to assess the performance of a company, while maintaining a practical discussion of all the issues which confront an individual in the planning and measuring stage of performance improvement. Cokins is also able to issue a strong message about the necessity of installing predictive metrics in a
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The other major advantage of the use of a pilot group for conducting evaluations and 360 degree feedback survey is it enables pilot participants to act as champions who promote the process in the rest of the organization. Using Rater Groups: When conducting evaluations and 360 degree feedback assessments, using small but relevant rater groups is one of the best methods. The consideration of the number of people to participate in
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