Performance Management Plan - 1600 words develop a performance management framework recommend client. See 2 attachments email message instructions
Traci Goldeman
Performance management plan for Bradley Stonefield's limousine service
Even small enterprises need comprehensive performance management strategies aligned to their stated interests and goals. The organization currently under analysis is a small, Austin-based limousine service with roughly 50 employees. Limousine service companies market themselves primarily upon their ability to cater to customer needs, including the conscientiousness, safety, efficiency, and speed of drivers. Although some vehicles may be fancier than others, limousine services are marketed upon functionality. This makes superior motivation of workers essential for success. The price range between different services is relatively limited but there can be great discrepancies in quality that can effectively 'make or break' a service's ability to be competitive. Given that Bradley Stonefield's limousine service is a relatively new entrant into the crowded Austin-based business market, it is especially essential that employees are able to shine.
When evaluating employee performance, a two-tiered performance management structure is often used. "One important caveat to consider is that while performance management for purposes of decision-making and employee development are certainly related, these two objectives are rarely supported equally well by a single system. When a performance management system is used for decision-making, the appraisal information is used as a basis for pay increases, promotions, transfers, assignments, reductions in force or other administrative HR actions. When a performance management system is used for development, the appraisal information is used to guide the training, job experiences, mentoring and other developmental activities that employees will engage in to develop their capabilities" (Pulakos 2004: 3). Performance management ratings for decision-making are used as sources of information to enable the company to improve; employee ratings determine if workers are meeting current performance targets regarding company goals.
For every position at the company -- drivers as well as administrative employees -- a full job analysis, including behavioral and results analyses, must be conducted. This should include but not be limited to job specifications on a technical level (such as a clean driving record) and intangibles (such as the abilty to work independently). The expectations of the performance review system should be established and conveyed to employees before it is fully implemented, so employees understand the standards to which they are being held. "At the beginning of the performance management cycle, it is important to review with employees their performance expectations, including both the behaviors employees are expected to exhibit and the results they are expected to achieve during the upcoming rating cycle" (Pulkos 2004: 5). Results analysis is fairly self-explanatory: employees will be informed of what results they are expected to achieve, as part of their daily performance. This might include not being late, having no safety violations, and keeping the vehicle immaculate.
Behavioral analysis is less concrete in nature and suggests behaviors and attitudes which an employee is expected to exhibit when serving others. Given that many limousine drivers are part-time employees and high turnover is common within the industry (an estimated 10% turnover rate, according to the owner), having clear results and expectations in writing for all employees is vital. This should be conveyed as part of the hiring and orientation process and any changing expectations should be conveyed through retraining and in meetings for employees. Behavioral analysis often links to the heart and soul of the company: its mission and philosophy as well as specific, factual objectives.
How to determine if these measures are being met requires multiple sources of information. One of the most obvious is customer satisfaction surveys, in which customers rate their perceptions of the performance of workers. Another measure is that of objectively-determined factors such as time of arrival, passing vehicle inspections, and driving violations. Finally, managers may be asked to rate employees to...
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now