Organizational performance can be measured in terms of financial, output metrics, or market share performance. An organization is considered to achieve high performance if it is able to demonstrate growth in its all aspects of organizational performance metrics. The three key criteria to measure organizational performances in all industries are as follows:
Financial performance (profits, return on assets)

Product and market performances (sales, market share)

Shareholder returns (total shareholder return, economic value added)

An organization is generally able to claim a healthy financial performance if its annual net profits continuously increase or if the company reaches its own internal financial targets. Product and market performances are measured when organizations can claim a significant share of the total volume of sales in the market. It is generally thought that with the production of high quality goods or services, organizations will be able to achieve their desired market performances (Richard 2009). For example, Apple Inc. has…...

Organizational Performance Management
Emergency Medical Services & Pharmacies Long-Term Health Care Physicians' Offices Hospitals This paper written organizations. • Discuss influence regulatory accreditation standards performance-management systems.

Organizational performance management

The main purpose for the health care industry is to serve patients in the most effective, safe, and efficient manner. Each organization in this industry functions differently. However, there are some functions and regulations that the organizations will share. These regulations provide the organizations with a path that they are supposed to follow. egulatory requirements mandate the organization to compliance, and provide a standard performance level that creates the need for the organization to have specialized accreditation and monitoring in order to have quality improvements at various levels Sciences, 2006.

The key component for ensuring that an organization maintains its course in meeting the standards, compliance, maintaining the organization's mission and vision, and meeting regulatory requirements is communication. isk management will be used for the…...

mla

References

Briner, M., Kessler, O., Pfeiffer, Y., Wehner, T., & Manser, T. (2010). Assessing hospitals' clinical risk management: Development of a monitoring instrument. [Article]. BMC Health Services Research, 10, 337-347. doi: 10.1186/1472-6963-10-337

Bryan, K. (2009). Communication in Healthcare. New York, NY 10006: Peter Lang.

Carroll, R., & Management, A.S.H.R. (2010). Risk Management Handbook for Health Care Organizations: Student Edition. Hoboken, NJ 07030-5774: Wiley.

Coleman, L.A., Kottke, T.E., Rank, B., Reding, D.J., Selna, M., Isham, G.J., . . . Greenlee, R.T. (2008/12//). Partnering Care Delivery and Research to Optimize Health.

Organization Performance Assessment
Organizational performance assessment can be defined as a process of evaluating the performance of an organization against some well defined goals and targets. It lays much emphasis on the accomplishments of an organization in relation to its mission and the stated objectives. In the situation of a government department, the assessment would check the major mandates, ambitions, priority and the performance schedules and evaluates the advancements that have been made towards the accomplishment of these ambitions. In short, refers to the practice whereby an organization institutes the stricture in which programs, acquisitions and investments reaches the preferred results. The process of measuring performance always requires the employment of statistical evidence to find out the progress toward the defined objectives of the organization. The basic aim of any assessment is usually to provide a response that is relative to the goals of the organization, which increases its chances of…...

mla

References

Behn, R.D. (2003) Why measure Performance? Different Purposes Require Different Measures.

Edwin, A.L. And Gary, P. L (1984). Goal setting for individuals, groups, and organizations

Science Research Associates, Chicago IL

Kotelnikov, V. (2001). Performance Measurement System

According to Auteri, "The ratio of managers to specialists was extremely high. This situation was due in part to the former practice of rewarding employees by moving them to a higher level in the hierarchy, regardless of organizational requirements" (1994, p. 108), a human resource policy that has since been discontinued. Of particular interest were Auteri's observations concerning how Fiat's organizational culture, like all large organizations, requires time to change. In this regard, Auteri emphasizes that, "We've learned that corporate change doesn't happen quickly, either. Even under an unstable economic market, it takes time to forge change" (1994, p. 108).
Like other major organizations, the corporate culture at Fiat begins at the top with the company's chief executive officer, Sergio Marchionne, and his executive leadership team, but the culture at Fiat is in reality sustained by everyone in the organization, including the owner and his family. For instance, according to…...

mla

References

Auteri, E. (1994, May). 'Fiat Revs Up the Engines of Change.' Personnel Journal, vol. 73, no. 5,

pp. 107-109.

Badrtalei, J. & Bates, D.L. (2007). 'Effect of Organizational Cultures on Mergers and Acquisitions: the Case of Daimlerchrysler.' International Journal of Management, vol.

24, no. 2, pp. 303-305.

This lack of absorption of the HRD into the whole of the organization is clearly evident and poses severe impediments for the HR staff in their implemental role, leave alone any strategic contribution. Faced with an organizational climate that shows compartmentalization, '"Personnel do personnel work and training people do training work," HRD professionals find managing the professional boundaries a grave problem. (McCracken and Wallace, (2000))
In assessment, the summary of information gathered from the companies in the survey seems to indicate a strong leaning towards the Garavan (1991) characteristics, which indicates that basic training programs and not strategic HRD, is in place in these organizations. Again, there was hardly any evidence for the presence of characteristics suggested by McCracken and Wallace, (2000) which exclude any strategic HRD role in these organizations. Most organizations studied in the survey lacked a mature approach to personnel management and training. While there was not…...

mla

Bibliography

1) Louma Mikko, 2000, 'Investigating the Link Between Strategy and HRD',

Personnel Review, Vol. 29 No. 6, 2000, pp. 769-790. MCB University Press,

2) Tammy L. McIntyre, (2004) 'A Model of Levels of Involvement and Strategic Roles of Human Resource Development (HRD) Professionals as Facilitators of Due Diligence and the Integration Process', Human Resource Development Review, Vol. 3, No. 2, 173-182

3) SYED AKHTA R, DANIEL Z. DING, and GLORIA L. GE, 'Strategic HRM Practices and their Impact on Company performance in Chinese Enterprises', Human Resource Management, Spring 2008, Vol. 47, No. 1, Pp. 15 -- 32

integrated HRM approach organizational performance
Human Resource Management

HRM consists of managing people in a company, it's all about managing the employees. For the sake of simplicity, we can conclude that it's managing humans / people. HRM is purely a managerial operation in which a company tries to meet the company's goal by skill set of its workforce. Human Resource Management addresses the management of employees within a company. It assists the employees in syncing with the company and their work, rewarding their work and resolving issues as well (Naeem, 2011).

Growing Importance of HRM

An organization basically thrives from skill set of the employees; know how, abilities, knowledge and capabilities of its employees. This pool of talented reservoir entails the core competencies of a company (pooled reserve of knowledge an organization possesses which sets it apart from its rivals and gives value to its clientele). HRM plays a pivotal role in sustaining…...

mla

Bibliography

Alain, P., 2012. patrickalain.com. [Online] Available at:   / [Accessed 30 August 2014].http://www.patrickalain.com/effective-management/performance-management 

Anon., 2011. Boundless. [Online] Available at: / [Accessed 30 August 2014].https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/purpose-of-human-resource-management-56/human-resource-planning-281-8373

Anon., 2011. Defining Career Management, U.S.: Public Service Commission.

Anon., 2011. hrinz.com. [Online] Available at:   [Accessed 30 August 2014].http://www.hrinz.org.nz/Site/Resources/Knowledge_Base/Q-Z/Recruitment_and_Selection.aspx 

Organizational Analysis
Models of organizational performance

Organizational performance relates to how successfully an organized group of people with a particular purpose perform a function. It comprises an actual output of an organization measured against its intended outputs. It encompasses three areas of firm outcomes which include; financial performance, product market performance and shareholder return (Charles, Hill and Jones, 2004). There are various models of organizational performance which include strategic Triangle Model, SWOT model, rational model, Natural System Model, Cognitive model and many others. However, in this case, only two models of organizational performance will be discussed as well as, comparing and contrasting them by evaluating their differences and similarities. The two models to be discussed include strategic Triangle model and SWOT model.

The differences between Triangle model and SWOT model is that, Strategic Triangle Model relies on three major key calculations to determine the efficiency along with the effectiveness of an organization while…...

mla

References

Barr, A. (2013, July 14). Analysis: New e-commerce strategies threaten UPS, FedEx. Reuters. Retrieved October 19, 2014, from  http://www.reuters.com/article/2013/07/14/net-us-ups-FedEx-ecommerce-analysis-idUSBRE96D04R20130714 

Charles W.L. Hill and Gareth R. Jones,(2004). Strategic Management Theory, Sixth Edition, Houghton Mifflin Company, Boston, 2004.

Rhonda, L. (2006). The produce-process matrix revisited: integrating supply chain trade-offs.. The produce-process matrix revisited: integrating supply chain trade-offs.. Retrieved October 19, 2014, from http://www.freepatentsonline.com/article/SAM-Advanced-Management-Journal/147667954.html

Organizational Performance Management
Performance Data Scorecard:

Scorecard Category

Metric

Employee engagement

(HIV Testing and Diagnosis)

% of patients diagnosed on site

% of patients diagnosed in other medical facilities

% of patients diagnosed via home-based test

% of patients diagnosed in mobile testing unit

% of couples whose partners have been HIV tested and are aware of results

Performance (Linkage to Care)

Median days from HIV diagnosis to referral for AT or pre-AT care

% of patients AT ineligible at baseline who receive a follow-up CD4 count in 6?months

Median days from clinic enrollment to AT eligibility

% of patients who are enrolled in HIV clinic, received CD4 count & results within 3?months of HIV diagnosis

% of patients with CD4 count?

200 cells/uL, &?

350 cells/uL at presentation

etention in Care

% adults & children known to be on treatment 12 months after AT initiation

% of adults & children known to be alive & on treatment 12 months after AT initiation

Patient Safety (Clinical Outcomes)

% of patients on AT with…...

mla

References

Ahonkhai, A. A., Bassett, I. V., Ferris, T. G., & Freedberg, K. A. (2012). Improving HIV

outcomes in resource-limited countries: the importance of quality indicators. BMC, 12(242).

Baird, K. (2014, January 9). Engaged, Empowered and Enthused: The Link Between Employee

Engagement and the Patient Experience. Retrieved from Becker's Hospital Review:  http://www.beckershospitalreview.com/hospital-management-administration/engaged-empowered-and-enthused-the-link-between-employee-engagement-and-the-patient-experience.html

Corporate Governance on Organizational Performance
Corporate governance implies to decisions made by the management in organizations, which influence the overall performance of the firm. Corporate governance focuses on organization's governance and the performance of duties within firms. Management of firms develops specific strategies or set of mechanisms that influence their decision-making. These decisions are crucial in firms where there is a clear difference in ownership and control. Some of the strategies the management team might use are employing the participation of the board of directors in decision-making, encouraging shareholders in the management of organizations or decisions made on market operations (Aguilera, Filatotchev, Gospel & Jackson, 2008). Decisions instituted by members of these teams directly influence the performance of the firm. Moreover, decisions tasks undertaken by the management and the shareholders contradict, but are very crucial to the overall performance of the organization.

Corporate governance is a highly powerful aspect to any…...

mla

References

Richardson, D.F., Larcker, S.A., & Tuna, I. (2007). Corporate governance, accounting outcomes, and organizational performance. The Accounting Review, 82(4), 963-1008.

Aoki, M., Jackson, G., & Miyajima, H. (2008). Corporate governance in Japan: Institutional change and organizational diversity. Oxford University Press.

Aguilera, R.V., Gospel, H., & Jackson, Filatotchev, IG. (2008). An organizational approach to comparative corporate governance: Costs, contingencies, and complementarities. Organization Science, 19(3), 475-492.

Adams, R.B., Almeida, H., & Ferreira, D. (2005). Powerful CEOs and their impact on corporate performance. Review of Financial Studies, 18(4), 1403-1432.

Diversity at this level may help expand market share by making minorities more visible to customers and by enhancing the firm's collective understanding of the market. Perceived diversity at this level correlated to communication problems and negative impacted decision-making time and task completion time. As for the findings regarding the second hypothesis, the authors suggest that diversity at the middle management level might contribute to the perception of tokenism a company and negatively affect employee morale, identification with the firm, and perceptions of performance (Allen et al., 2008).
The authors acknowledge the limitations of their study. Qualitative research cannot show causality. Convenience sampling is not as robust as random sampling. Moreover, the sample was overwhelming composed of Caucasians and management level employees. Geographical and cultural limitations reduce the generalizability of the study's findings. Since they interviewed only 3 workers per firm on average, they did not plumb very deeply into…...

mla

References

Allen, R.S., Dawson, G., Wheatley, K., & White, C.S. (2008). Perceived diversity and organizational performance. Employee Relations, 30(1), 20-33.

Bierema, L.L. (2010). Resisting HRD's resistance to diversity. Journal of European Industrial

Training, 34(6), 565-576.

Carson, C.M., Mosley, D.C., & Boyar, S.L. (2004). Performance gains through diverse top management teams. Team Performance Management, 10 (5/6),121-126.

Improving Organizational Performance Simulation Summary
Improving organizational performance

One of the challenges that organizations are faced with is performance improvement. For the organization to grow and survive it would need to depend on the commitment and passion of its employees. Airdevils is a professional stunts company based in Salt Lake City. The company was founded by Celsey Evans who was later joined by four of her colleagues. The company soon expanded and currently has 115 employees. The company's daring and dramatic stunts have won it many awards and loyal customers. ecently, some of the loyal customers have been expressing dissatisfaction in regards to the stunts, and some key employees have resigned. The employees have been expressing their dissatisfaction on an internet blog.

The first phase of the simulation was problem identification. This involved researching why the job satisfaction was too low within the organization. After analyzing the blogs, comments, and JDI overview it…...

mla

References

Bernstein, D.A., Penner, L.A., Clarke-Stewart, A., & Roy, E.J. (2007). Psychology. Boston, MA: Houghton Mifflin.

Mynatt, C.R., & Doherty, M.E. (2001). Understanding Human Behavior. Columbus, Ohio: Allyn and Bacon.

Nijstad, B.A. (2009). Group Performance. Abingdon, Oxon OX14 4SB: Taylor & Francis.

Spector, P.E. (2008). Industrial and Organizational Psychology: Research and Practice. Hoboken, NJ: Wiley.

I believe that knowledge from both these areas complements each other significantly. In order to be the most effective practitioner in one's field one needs to acquire the scholarly knowledge related to it. This can help one to gain some much-needed insight into the theories and methods related to one's practice. Likewise if one endeavors to become the most well informed expert in one's field one needs to acquire experience from working in it. This can help one to apply whatever was learned in one's scholarly pursuits to the test.
Currently my research focuses on the working alliances in home healthcare. Working alliances can be studied in many areas of healthcare, including medicinal therapy, social services, long-term care, etc. My hope is that whatever information I gain through conducting my research will enhance the outcome between practitioner and patient. I wish to be someone in the field who is capable…...

Finanace
The Importance of Organizational Performance Assessments

Financial management is a key issue for all organizations. For commercial organizations the primary purpose of the firm is usually to create profit for the shareholders; most businesses were set up with the aim of making money rather than altruistic purposes. Therefore, financial assessments of the firm are a primary measure of its performance, and can give great insights into the efficiency and effectiveness of the firm, especially when compared to other organizations in the same sector. Even non-profit making organizations, such as charities and government departments, require some type of financial assessments take place in order to determine whether or not they are reaching the goals, and assess the way resources are utilized. The aim of this paper is to consider how and why organizational performance assessments are important, and consider how they may be utilized, focusing on financial assessments, but also considering the…...

mla

References

Cook Sarah, (2008), The Essential Guide to Employee Engagement: Better Business Performance Through Staff Satisfaction, Kogan Page Publishers

Elliott B, Elliott J, (2011), Financial Accounting and Reporting, London, Prentice Hall.

Revsine, Lawrence; Collins, Daniel; Johnson, Bruce; Mittelstaedt, Fred, (2011), Financial Reporting and Analysis, McGraw-Hill/Irwin

elationship of Information Technology to Organizational Performance
Enterprises have continually invested in information technologies (IT) to gain competitive advantages by improving their business processes, integrating and aggregating diverse databases, and then transforming the data into a competitive advantage. The paradox of how to invest in IT for an optimal return however has been elusive (Brynjolfsson, Hitt, 1998). Traditional measures of eturn on investment (OI), metrics and key performance Indicators (KPIs) have failed to scale from the operational sides of a business to the data- and knowledge-based processes and functions (Ko, Osei-bryson, 2008). Analysis of information technology investments and their contributions to a firm's financial performance illustrate that the selective use of IT to supplement strategies, not its en masse adoption, is a critical success factor (Osei-Bryson, Ko, 2004). Studies have shown that in a market duopoly characterized by slow to moderate growth, the automating of processes and strategies has the potential…...

mla

References

Barrett, J.. (2007, November). Demand-Driven is an Operational Strategy. Industrial Management, 49(6), 14-19,5.

Brynjolfsson, Erik, & Hitt, Lorin. (1996). Paradox lost? Firm-level evidence on the returns to information systems spending. Management Science, 42(4), 541.

Erik Brynjolfsson, & Lorin M. Hitt. (1998). Beyond the productivity paradox. Association for Computing Machinery. Communications of the ACM, 41(8), 49-55.

Sanjeev Dewan, & Chung-ki Min. (1997). The substitution of information technology for other factors of production: A firm level analysis. Management Science, 43(12), 1660-1675.

Sustainable Talent Management in an Organization
Performance Management Process in Measuring Employee Talent

Employee engagement and retention occur as an essential performance management process used to measure employee talent. The technique engages the energy and commitment utilized by employees in the working environment. Methods used to achieve this include the initiation of focus groups and surveys targeting identification of factors that motivate. It also acts as a vital indicator of employee dedication and involvement in the organization. Engaged employees contribute towards the realization of organizational goals and objectives. Through this, managers can measure employee talent based on the productivity and contributions to the organizations. Attributes of loyalty and dedication emanate with the proper involvement of employees in organizational goals and objectives. Undeniably, employees that feel disengaged and disconnected with the organization may quit seeking opportunities elsewhere (Vaiman & Vance, 2010). Further, such group of employees may depict reduced productivity.

Through this performance management…...

mla

References

Ariss A. (2014). Global Talent Management: Challenges, Strategies, and Opportunities. New York: Springer Science & Business

Chun E. & Evans A. (2013). The New Talent Acquisition Frontier: Integrating HR and Diversity Strategy in the Private and Public Sectors and Higher Education. Sterling: Stylus Publishing, LLC

Scott J. & Reynolds D. (2010). Handbook of Workplace Assessment. New Jersey: John Wiley & Sons

Scullion H. & Collings D.G. (2011). Global Talent Management. New York: Taylor & Francis

1. A case study on the impact of social media on consumer behavior
2. Analyzing the success factors of a popular brand through a case study
3. Exploring the ethical implications of a controversial business decision in a case study
4. Evaluating the effectiveness of a company's marketing strategy based on a case study
5. Investigating the challenges faced by a startup company in a case study
6. Examining the role of leadership in organizational change through a case study
7. Analyzing the impact of globalization on a specific industry in a case study
8. Discussing the implications of a major data breach on a company's reputation....

1. The Role of Internal Capital Markets in Enhancing Organizational Efficiency:

- Explore how internal capital markets facilitate efficient allocation of financial resources within a corporation.
- Discuss the mechanisms through which internal capital markets promote investment decisions based on economic rationale rather than political or personal considerations.
- Analyze the impact of internal capital markets on reducing bureaucratic inefficiencies and improving overall organizational performance.

2. Comparison of Internal Capital Markets with External Capital Markets:

- Identify the key differences between internal and external capital markets in terms of access to funds, cost of capital, and risk exposure.
- Evaluate the....

Topic Idea 1: The Impact of Employee Retention on Organizational Performance

Explore the positive correlation between employee retention and key business outcomes, such as productivity, profitability, and customer satisfaction.
Analyze how high turnover rates can lead to financial losses, operational inefficiencies, and reputation damage.
Discuss the importance of identifying and addressing the root causes of employee turnover to improve retention.

Topic Idea 2: Strategies for Enhancing Employee Retention in the Digital Age

Examine the challenges posed by the changing nature of work and technology in retaining employees.
Evaluate the effectiveness of strategies such as flexible work arrangements, remote work options, and....

1. The Paradox of Servant Leadership: Balancing Power and Humility

Servant leadership emphasizes the importance of selfless service and putting others first. However, it also acknowledges the inherent power dynamics within organizations. Discuss how servant leaders navigate this paradox, balancing their authority with a genuine commitment to empowering and serving their followers.

2. Servant Leadership in a Digital Age: Embracing Technology for Inclusivity

Technology has transformed modern workplaces. Explore the unique challenges and opportunities that servant leaders face in leveraging technology to foster inclusivity, empower remote teams, and promote transparency and collaboration.

3. The Neuroscience of Servant Leadership: The Impact on Employee Well-Being

Recent research....