3. Employee Performance Goal Assignment Help
Goals for the employees’ performance are as follow:
Align individual interest with the organizational goals
To increase skills and knowledge to run the operations
effectively
Maintain discipline among the employees to maintain culture
at workplace.
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4. Employee Standards and strategic business
decisions
To improve internal capabilities, alignment of the employee
standard with the strategic decision making is essential.
Alignment between both ensures the effective workforce
planning.
To improve competence level of the employee through taking
sufficient decision, it is essential and important step.
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5. Link between Organizational Goals and Employees
Performance
Following statement shows the importance of link between
organizational goals and employees performance:
To develop understanding of the employee towards their
performance and involvement in organizational growth and
success.
Identification of the need of improvement at workplace in
performance management system.
To retain the skilled employees.
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6. Cascading Goals Downward
Cascading goals determines the accomplishment of the work
by the employees that helps the firm to maintain link
between employees’ performance and organizational goals.
It also highlights the value of the employees at workplace
through showing their contribution in organizational growth.
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7. Rolling up Performance
Following measures can be used to roll-up the performance of
the employees at workplace:
Incentives
Promotions
Appraisals
Extra monetary and non-monetary benefits
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8. The Performance Review Cycle
To review the performance of the employees after a certain
period of time, PRC will be used in which achievements will
be evaluated in concern of the organizational and individual
goals.
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9. Attitude and perception of the employees towards
organizational goals and objectives can be evaluated through
using survey that will help to determine satisfaction level
among them.
Forward analysis can be also used to assess the satisfaction
level among the employees.
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Measurement of Employee Satisfaction
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10. References
Armstrong, S & Appelbaum, M. (2003). Stress-Free Performance Appraisals: Turn Your Most
Painful Management Duty Into a Powerful Motivational Tool. USA: Career Press.
Daft, R. L. (2009). Organization Theory and Design. USA: Cengage Learning.
Eckerson, W. W. (2009). Performance Management Strategies. Retrieved from
https://cours.etsmtl.ca/mti820/public_docs/lectures/HowToCreateAndDeployEffectiveMetrics.pdf
Harvey, E & Sims, P. (2003). Nuts 'n Bolts Leadership: How Strategies and Practical Tips for
Leaders at All Levels. USA: The Walk The Talk Company.
Maarleveld, M., Volker, L & Voordt, T. J. M. (2009). Measuring employee satisfaction in new
offices – the WODI toolkit. Journal of Facilities Management, 7(3), 181-197.
Meyer, M. W. (2003). Rethinking Performance Measurement: Beyond the Balanced Scorecard.
UK: Cambridge University Press.
Olsen, E. (2011). Strategic Planning Kit For Dummies. USA: John Wiley & Sons.
Pulakos, E. D. (2009). Performance Management: A New Approach for Driving Business
Results. USA: John Wiley & Sons.
Ross, C. E. H & Sloan, L. E. (2007). Terra Incognita: A Navigation Aid for Energy Leaders.
USA: PennWell Books.
Sewkarran, J. (2008). Exploring the Relationship Between Knowledge Sharing and Employee
Performance. USA: ProQuest.
Spruill, E. L. (2008). A Correlational Analysis Relating Organizational Climate to Employee
Performance: A Case Study. USA: ProQuest.
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11. Contac US for Assignment Help
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assignment help services from our experts.
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Editor's Notes
Maintain discipline among the employees to maintain culture at workplace. To meet with the organizational goals and objectives, it is essential for the firms to design and implement the performance management system in which employee performance goals should be on priority (Daft, 2009). In this concern, employee performance goals will be as follow:
To align the individual interest with the organizational goals and objectives to ensure the organizational growth and success through increasing greater satisfaction among them (Spruill, 2008).
To increase skills and knowledge for improving overall organizational and individual performance through defining six month targets and goals for each employees (Daft, 2009).
To review the disciplinary records of the employees to motivate them through offering rewards and appraisals for discipline and contribution for maintaining culture (Spruill, 2008).
To evaluate the attainment of the project goals by the employees, so that performance can be evaluated.
To ensure the attainment of employees and organizational goals, it is essential to tie the employees’ standards into strategic business decisions. The alignment between both ensures the improvement in internal capabilities that helps to gain competitive position in the marketplace (Olsen, 2011). For workforce planning, it is needed as employee standard should be aligned with the business decisions, so that needed competence level of the employees can be enhanced. It will help to fill the gap between current and required competence level of the employees (Pulakos, 2009). To motivate and ensure the higher satisfaction level among the employees, alignment between employees’ standards and strategic business decisions work as positive tool. It is because it will clear the mission and objective to the employee towards their personal and professional goal along with increasing positive feeling in terms of being as a part of the firm (Olsen, 2011).
In marketplace, engagement of the employees at workplace has become an important part for organizational growth and success that is supported by the positive link between employee performance and organizational goals. Through translating organizational goals into performance measures at every level, link between organizational goals and performance can be established (Sewkarran, 2008). It will develop better understanding among the employees towards contribution of their work into overall growth of the firm that will encourage them to increase their performance. Similarly, to identify the need of improvement in employee engagement, link between organizational goals and employees performance plays a fundamental role as various measures highlight it as performance of the employees, attendance and retention of them, productivity, customer and employee loyalty, etc (Armstrong & Appelbaum, 2003). Priority of the organization can be determined and highlighted through managing link between performance of the employees and organizational goals.
For managing link between employees’ performance and organizational goals, cascading goals downwards can be used and applied as it helps to determine accomplishment of the work unit goals. It will help to determine the individual and unit accomplishment and need of improvement in performance through measuring the involvement of employees in organizational success (Pulakos, 2009). This method also highlights the value of employees those they add in the business of firm that motivates them to perform better to achieve the organizational goals and objectives. Similarly, this cascading goal downwards also shows impact of the effective and poor performance over the team, project or entire firm in front of the employees that is also an essential part for overall growth and success of the firm (Spruill, 2008). So, overall this method helps the firm to improve the positive outcomes to increase competency.
To roll up the performance, employees’ motivation and satisfaction will be on priority as both are essential to improve the overall performance of the firm and employees. In this, for rolling up the performance, different indicators such as incentives, individual targets, promotions, appraisals, etc. will be adopted and implemented (Meyer, 2003). These will ensure improvement in the performance of employees and higher satisfaction among them. It is because these rolled up indicators and measures will motivate the employees towards attaining organizational goals and objectives through increasing their performance. Additionally, performance indicators will also work as roll-up tools in terms of motivating the employees for increasing their productivity and performance (Harvey & Sims, 2003).
To assess and review the performance of employees, performance review cycle can be used. It includes three or more meeting between management and supportive reporters. Under this process, participation, respect, and frequent honest discussion and feedback on issues like role, responsibilities, objectives, resources, risks to success, and performances will be included and focused to ensure the positive and effective review of the performance (Ross & Sloan, 2007). Initial meeting is known as Performance Planning and Personal Development meeting in which individual objectives are aligned with the organizational goals and objectives that are conducted in starting of year as in January and March. Second is called as Mid Cycle Review in which discussion and feedbacks are conducted to review and improve the performance and hold in May and July (Eckerson, 2009). In last, development and evaluation is conducted by the management to take appropriate action for improving overall performance.
Employee satisfaction will be measured through assessing the performance of the employees in concern of the organizational goals and objectives. It is because highly motivated employees perform more effectively (Maarleveld, Volker & Voordt, 2009). In this concern, attitude and opinion of the employees towards the performance management process and policies will be measured. It will help to assess the impact of these measures over the satisfaction and performance of them at workplace. At the same time, forward analysis can be also used to assess and measure the satisfaction among the employees (Olsen, 2011). It will define the issues that are faced by the employee and those work as factors to reduce the satisfaction level among them. With the help of this, motivation and satisfaction can be measured effectively as loyal workforce can be adopted and retained with the help of using and applying effective performance management system (Maarleveld, Volker & Voordt, 2009).
