Performance Management
The objective of this study is to critique and article concerning a court case or lawsuit related to discrimination or unjust dismissal by a performance management system.
Case Description
It is reported in the work of Barrett and Kernan (1987) that in "Nord v. U.S. Steel (1985) the plaintiff successfully demonstrated that she had a record of good performance appraisals before she requested a promotion. After this request her appraisals became negative, which led to her eventual termination. The court reasoned that the downgraded evaluations after her promotion request were evidence of discrimination. Employers in the remaining 37 cases successfully defended their termination decisions." (p. 6) The court emphasized the necessity of "applying performance appraisal standards equally to all employees
Purpose of Performance Management
Miller (2015) writes "A performance appraisal itself may become the target of a lawsuit. Indeed, no evaluation system is completely immune to the risk of litigation. Even a well-designed…...
mlaReferences
Barrett, GV and Kernan, MC (1987) Performance Appraisal and Terminations: A Review of Court Decisions Since Brito v. Zia with Implications for Personnel Practices. Personnel Psychology, 1987, 40. Retrieved from: http://www.criticall911.com/documents/pa-apco2011/barrett-kernan-1987.pdf
Miller, C. (2015) Performance Appraisals in Legal Contexts. Retrieved from: https://cindymiller.wordpress.com/2008/07/08/performance-appraisals-in-a-legal-contents/
Performance Management System
Executive eport on eturn on Investment
eturn on Investment (OI) is among the outstanding accepted performance measurement as well as evaluation metrics employed in business analysis. When undertaken rightfully, OI 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, eturn on Investment was considered as a financial phrase and described as a model grounded on a meticulous as well as irrefutable scrutiny of financial proceeds as well as costs. Currently, OI has gained a wide recognition as well as acceptance businesswise and also in financial management in both private and public sectors. Extensive propagation of the eturn on Investment method, however, has brought about the current situation where OI is over and over again qualified as a non-rigorous, formless bundle of mixed…...
mlaReference
Black, Fischer and Robert Litterman,(1992). Global Portfolio Optimization, Financial Analysts Journal. Retrieved Dec 11, 2013, from http://www.cis.upenn.edu/~mkearns/finread/intuition.pdf
Dowling, G.R., & Staelin, R. (1994). A model of perceived risk and intended risk-handling activity. Journal of Consumer Research, 21, 119 -- 134. Retrieved Dec 11, 2013, from http://theglobaljournals.com/ijsr/file.php?val=MTE3Ng==
Ducharme, M.J., Singh, P., & Podolsky, M. (2005). Exploring the links between performance appraisals and pay satisfaction. Compensation and Benefits Review, 37(5), 46-52. Retrieved Dec 11, 2013, from http://www.emeraldinsight.com/journals.htm?issn=1477-7282&volume=26&issue=1&articleid=17005026&show=ref&PHPSESSID=g46hei34l5l19gej6817j5bbb0
Mogollon, M., & Raisinghani, M. (2003). Measuring ROI in e-business: a practical approach. Information Systems Management, 20(2), 63-81. Retrieved Dec 11, 2013, from http://www.ijikm.org/Volume6/IJIKMv6p245-269Botchkarev566.pdf
The evaluation of work performance of employees is a technical process which is comprehensively, systematically and continuously carried out by the immediate superiors. The evaluation is conducted to identify attitudes, job performance and behavior of the employee during the performance of their duties and functions.
The evaluation is done at all levels of the organization starting from the top to bottom. One of the most common uses of the performance evaluations of employees is when the employer has to take a decision regarding promotions, layoffs and increment in salaries of employees. The information obtained from the performance evaluation of employees determines the training and development needs of both individuals and organization respectively (Millett & Wiesner, 2000). The performance evaluation approach can be rational or political. The rational approach determines the performance of every employee working in an organization while the political approach determines the performance of employee based on agenda…...
mlaReferences
Antoni, C. (2005). Management by objectives -- an effective tool for teamwork? The International Journal of Human Resource Management, 16(2), 174-184.
Brett, J.F., & Atwater, L.E. (2001). 360 Feedback: Accuracy, Reactions, and Perceptions of Usefulness. Journal of Applied Psychology, 86(5), 930-942.
Kovac, J.C. (2006). The Performance Management Process. Workspan, 96-96
Millett, B., & Wiesner, R. (2000). Management and Organizational Behavior: Contemporary challenges and future directions. Milton, Qld.: John Wiley & Sons.
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…...
mlaReference
Chapman, A. (2012). Change management. Business Balls. Retrieved:
http://www.businessballs.com/changemanagement.htm
Pulakos, E. (2004). Performance management SHRM. Retrieved:
Performance Management
Summary of the Publication
"Performance Management: Integrating Strategy Execution, Methodologies, isk, 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 manner that makes sense to both analytic and non-analytic executives. Cokins is able to very aptly summarize some of the more pressing issues regarding performance management, while offering up the most basic and most fundamental ideas regarding performance management issues that are of pressing concern to the individual. Cokins is able to use his book to offer up more than just a standard conceptual explanation or simply via open questions the sheer benefit of the value in enterprise and the…...
mlaReferences
Cokins, G. (2010). Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics. New York: John Wiley and Sons.
Again, the performance appraisal instrument will serve as the beginning and the end of the performance management system, providing both instruction and measurement of performance along the lines specifically devised by the management of the Cobran Medical Institute (Heathfield 2010). Such a custom-tailored system cannot help but make the Cobran Medical institute's strategic objectives more easily achievable.
Conclusion
Issues of appraisal instruments, training and development, and remuneration all have significant bearing on the larger issue of performance management. Fro the Cobran Medical Institute, a transition to a more behavior-specific performance appraisal tool is recommended to decrease distortions in appraisal and to increase consistency in performance and perceived standard. This will also allow management to obtain a more comprehensive view of their employees.
eferences
Armstrong, M. (2004). Performance management: key strategies and practical guidelines. Sterling, VA: Kogan Publishing.
Bacal, . (1999). Performance management. New York: McGraw Hill.
Heathfield, S. (2010). "Performance management process checklist." Accessed 24…...
mlaReferences
Armstrong, M. (2004). Performance management: key strategies and practical guidelines. Sterling, VA: Kogan Publishing.
Bacal, R. (1999). Performance management. New York: McGraw Hill.
Heathfield, S. (2010). "Performance management process checklist." Accessed 24 April 2010. http://humanresources.about.com/od/performancemanagement/a/perfmgmt.htm
Kloot, L. & Martin, J. (2000). "Strategic performance management: A balanced approach to performance management issues in local government." Management accounting research 11(2), pp. 231-51.
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 ater 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 providing feedback is critical because providing response is the main aspect of 360 degree appraisals. In addition to using the small rater groups, it's also important manage the rater selection since leaving this to the participants would tempt them to conduct the survey in their own favor. However, the selected raters should have normal interactions with employees being evaluated in order to provide accurate performance feedback.
Aligning Employee Goals with Organizational Goals:
Aligning employee goals with organizational goals is important since it…...
mlaReferences:
"Actionable Business Planning." (n.d.). Think Up College of Management and Technology.
Retrieved from Walden University website: http://thinkup.waldenu.edu/management/business-planning/item/11552-actionable-business-planning
"Aligning Performance Plans with Organizational Goals: OPM's Eight-Step Process." (2005,
September). Human Capital Assessment and Accountability Framework Resource Center. Retrieved from U.S. Office of Personnel Management website: http://www.opm.gov/hcaaf_resource_center/assets/Ropc_tool1.pdf
Company officials must stay work alongside with the employees in order to better identify and satisfy their needs. In addition, they should implement several training, benefits and remuneration programs.
Once they have understood the forces that drive their employees (and these are not simply of financial nature), ritish American Tobacco stands a better chance of implementing a more proactive system and of retrieving the most beneficial results.
8. Conclusions and recommendations
ritish American Tobacco was among the first companies that understood the true importance of the role played by the human resource. As a result of this understanding, the international corporation implemented a human resource performance management system which aims to increase employee's satisfaction and increase the chances of reaching the overall objective.
The implementation of the system has already showed results, but it could also use adjustments and improvements. ritish American Tobacco is most likely to reach their maximum value once they…...
mlaBibliography
Cox, H., 2000, the Global Cigarette: Origins and Evolution of British American Tobacco, 1880-1945, Oxford University Press
2007, British American Tobacco Official Website, accessed on December 8, 2007http://www.bat.com/,last
2007, British American Tobacco 2006 Annual Report, Retrieved at December 7, 2007http://www.bat.com/servlet/SPMerge?mainurl=/group/sites/uk__3mnfen.nsf/vwPagesWebLive/DO52AK34?opendocument%26amp%3BSKN%3D3%26amp%3BTMP%3D1on
2007, British American Tobacco, the Guardian, last accessed on December 8, 2007http://www.guardian.co.uk/business/britishamericantobaccobusiness ,
Performance Management Systems
The Paradox of Performance Management Systems
And Their Effect on Corporate Performance
Performance Management Systems including annual performance reviews are only as effective as the contextual relevance and insight of a manager or leader into how to create greater alignment of personal and professional goals of an employee. The continued evolution of performance management systems provide a useful index of how management and leadership theories have progressed beyond obvious measures of productivity to the more difficult, nuanced aspects of getting results. The techniques used during the industrial revolution era where output was one of the most prized metrics of performance have today been replaced by more elusive yet very valuable metrics of cognitive and intellectual contributions.
Unitarist approaches to Human Resource Management (HRM) strive to create a highly collaborative work environment that is predicated on a common purpose and shared goals and that there is often an optimal series of processes…...
mlaBibliography
Arrowsmith, J., & Parker, J. (2013). The meaning of 'employee engagement' for the values and roles of the HRM function. The International Journal of Human Resource Management, 24(14), 2692.
Boselie, P., Brewster, C., & Paauwe, J. (2009). In search of balance - managing the dualities of HRM: An overview of the issues. Personnel Review, 38(5), 461-471.
Caldwell, D. (1978). Employee motivation under merit systems. Public Personnel Management, 7(1), 65.
Google Investor Relations (2014). Investor Relations. Retrieved January 1, 2014, from Google Investor Relations and Filings with the SEC Web site: http://investor.google.com/
Performance Management Systems: Balanced Scorecard vs. 360-Degree Feedback
Performance Management is an essential part of yielding the best possible results from a company's personnel. And as many preferred systems for performance management demonstrate, the results are only possible with effective instruments and metrics for planning objectives, evaluating performances, ways of garnering feedback and providing proper incentives for achievement. To this end, the discussion hereafter considers The Balance Scorecard and 360-Degree Feedback as two systems of performance management that have the capacity to improve performance by providing for all of these functions.
ith respect to the Balanced Scorecard approach to performance management, the text by Torrington et al. (2008) is particularly instructive. This methodology is highly dependent upon the integration of broader performance evaluators with directly quantitative determinants, demonstrating the focus which many firms will place on numerical indicators of the internal environment. According to Torrington et al., a wide range of numbers…...
mlaWorks Cited:
Armstrong, M. (2009). Armstrong Handbook of performance management: an evidence-based guide to delivering high performance. Kogan Page Publishers.
Drucker, P. (1977). People and Performance. Harper Collins.
Torrington, D.; Hall, L. & Taylor, S. (2008) Human resource management, 7th ed. Financial Times Prentice Hall.
Turner, W. (2002). Confidence-Based Organizational Metrics. University de
The employee should be given clear goals, to avoid employee frustration, and to avoid the use of the company for purely self-serving reasons. The employee is to be used as a resource, so he or she can feel involved in a meaningful fashion in the company, but must be appropriately compensated for his or her effort. And the effectiveness of these rewards, such as pay vs. performance, should also be tracked so as to inform future company policies.
Talent development
Talent development, through mentoring and support, is a continuous process. Just as improving the organization overall is a 'process,' a worker's education is never complete. Learning new skills, perhaps with the support of managers for 'going back to school' or through other development programs, indicates that the company is willing to invest in the employee, and makes the employee willing to work harder to achieve overall organizational goals. Success with particular…...
mlaWorks Cited
McNamara, Carter. (1999). Performance management: Overall goal and basic steps.
Management help. Retrieved August 4, 2009 at http://www.managementhelp.org/perf_mng/overview.htm
Performance ManagementScripture says that the laborer is worthy of his wages (Lk 10:7; 1 Tim 5:18). Jesus makes it clear that those who work hard should be compensated fairly, regardless of when they began working. In today's world, there are still many people who are not paid a fair wage for their work. But the principle remains the same: those who work hard deserve to be compensated fairly. Judging a persons work based on performance might not be the best approach. The person who is hired should always be paid, so long as he is working. Evaluating performance in some ways can lead to a view that the person is not working hard enough when actually he is. Thus, while a merit-based system sounds good in theory, the problem is that it often does not work in practice (Marsden & Richardson, 1994; Ljungholm, 2015). It all depends, really, on the…...
mlaReferences
Ljungholm, D. P. (2015). Pay-for-performance in the public sector. Geopolitics, History, and International Relations, 7(1), 90-95.
Marsden, D., & Richardson, R. (1994). Performing for pay? The effects of ‘merit pay’on motivation in a public service. British journal of industrial relations, 32(2), 243-261.
This was accomplished by: breaking down into small teams and having everyone work directly with some of the top executives at the firm (i.e. Steve Jobs). This created an atmosphere that encouraged employees to discuss their ideas and the impact they are having on consumers. It is at this point, that Apple was able to integrate these different ideas into their performance evaluation procedures. (Stone 38 -- 40) (Snell 143 -- 179)
Conclusion
Clearly, the performance evaluation system that Apple is using is helping the firm to attract and retain the best employees. This is because there is a focus on ensuring that all candidates for a position meet: the basic educational and experience qualifications. During the next stage, is when they will be subject to: a series of interviews, a practical exam and other criteria. This allows the company to decide which individuals would be the best choice for the…...
mlaWorks Cited
Griffin, Ricky. Management. Boston: Houghton Mifflin, 2008. Print.
Herbold, Robert. What's Holding You Back. San Francisco: Josey Bass, 2011. Print.
Highhouse, Scott. Stubborn Reliance. Industrial and Organizational Psychology 1:3 (2008): 333 -- 342
Snell, Scott. Managing Human Resources. Mason: South -- Western, 2012. Print.
Performance Management: Implementing an Effective Performance Management System
Why Performance Management?
Performance management is the organized method that companies use to monitor the results of work activities, to measure and evaluate the performance of the employees, and to ensure that goals are met in an effective and efficient manner. According to Pulakos (2009), performance management is a key process that ensures that work gets done; and it is used by different organizations to communicate expectations and drive behavior towards achievement of important goals. For instance, ABC Company has offices in more than 50 countries across the globe and it employs over 40,000 employees from various cultural backgrounds, and it also deals with a diverse range of customers. It therefore needs to develop a performance management system that fosters an inclusive environment and channels different employees' talents and capabilities towards achievement of the organization's goals.
It is important to implement an effective performance system…...
mlaReferences
Pulakos, E.D. (2009). Performance management: A new approach for driving business results. West Sussex, United Kingdom: John Wiley & Sons Ltd.-Blackwell Publishing.
Stone, R, D. (2009). Achieving Results with a Performance-Centered Design Framework. Performance Improvement Vol. 48(5) 37-44. Retrieved from http://search.proquest.com.proxy-campuslibrary.rockies.edu/docview/237234715/AD71C5FFAAEA427APQ/1?accountid=39364
Performance Management Theories and Practices
Performance management is a continuous process by which an organization identifies, measures, and develops the performance of individuals. It aligns their performance, the resources and systems with the strategic goals of the organization. According to Leeuw and Berg (2011), companies that apply performance management practices generally perform better than those that do not.
The course has covered important performance management theories and practices. One key lesson learnt, for instance, is that for performance management practices to be effective, there must be constant communication between the management team and the employees; and it is imperative for the goals of the individual to be aligned with those of the organization (Pulakos, 2009). The performance management cycle also provided insight on how performance management systems should be implemented in the organization. The elements of this cycle include: setting the objectives; measuring the performance of individuals; providing feedback on the performance;…...
mlaReferences
Leeuw, S. & Berg, P (2011). Improving Operational Performance by Influencing Shopfloor Behavior via Performance Management Practices. Journal of Operations Management, Vol. (29) 3, 224-233. Retrieved from http://search.proquest.com.proxy-campuslibrary.rockies.edu/docview/866083571/50E9B56B076C4E25PQ/1?accountid=39364
Pulakos, E.D. (2009). Performance Management: A New Approach for Driving Business Results. (1st Ed.). West Sussex, United Kingdom: Wiley-Blackwell Publishers.
Exploring the relationship between performance management plans and terminating employees. How can performance management help employers demonstrate that a termination was not wrongful? How can performance management help wrongfully terminated employees demonstrate that their employment was wrongful?
The importance of goal setting in performance management. How can a manager and an employee work together to set attainable and quantifiable goals for the employee between review periods? Emphasize how attainable goals are important, because setting goals that an employee cannot realistically achieve can demotivate otherwise high-performing employees.
Measuring employee performance under employee management plans? How can human resource professionals help managers develop quantifiable....
I. Introduction
A. Introduce the case study of Summit Financial
B. Explain the role of a Human Resource Specialist at Summit Financial
II. Background
A. Provide an overview of Summit Financial
B. Describe the current challenges faced by the company
III. Human Resource Specialist's Responsibilities
A. Recruitment and selection process
B. Training and development programs
C. Performance management
D. Employee relations
IV. Analysis of the Case Study
A. Identify the key issues faced by Summit Financial
B. Evaluate the effectiveness of the current HR practices in addressing these issues
V. Recommendations
A. Suggest strategies for improving recruitment and selection process
B. Propose methods for....
I. Introduction
A. Overview of Summit Financial and its HR challenges
B. Thesis statement: Outline of key HR recommendations for Summit Financial
II. HR Issue 1: Low Employee Engagement
A. Factors contributing to low engagement (e.g., lack of recognition, limited career growth)
B. Proposed solution: Implementing an employee recognition program and revised career development plan
III. HR Issue 2: High Employee Turnover
A. Causes of high turnover (e.g., poor onboarding, lack of training)
B. Proposed solution: Enhancing onboarding process and expanding employee training programs
IV. HR Issue 3: Poor Communication
A. Obstacles to effective communication (e.g., unclear communication channels, lack of transparency)
B.....
Ensuring Equitable Practices in Police Hiring and Promotions
To achieve equitable practices in hiring and promotions, police departments must implement comprehensive strategies that address systemic biases and promote fairness throughout the process. Here are key measures to consider:
1. Bias Mitigation in Recruitment:
Use Blind Hiring Tools: Remove identifying information (e.g., names, genders, races) from applications and resume reviews to minimize unconscious biases.
Expand Outreach to Diverse Communities: Conduct targeted recruitment efforts in underrepresented communities and partner with organizations serving minority candidates.
Use Culturally Sensitive Assessment Methods: Employ assessments that are fair and unbiased across different cultural backgrounds, such as situational judgment....
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