PERFORMANCE MANAGEMENT PRACTICES ADOPTED BY VARIOUS NATIONS Like U.S.A, Mexico, U.K, Germany, Turkey, India, China, South Korea, Japan, Australia, France,
Human Resource Management Practices in japan Rahat ul Aain
Japan has traditionally emphasized long-term employment and seniority-based promotion and compensation. However, it is now converging towards more Western-style human resource management practices. Issues include an aging population, lack of gender diversity and equality in the workplace, and increasing "karoshi" or death from overwork. Reform efforts aim to introduce more flexibility and performance-based approaches to address business needs in a changing environment.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
CBHRM Unit III-Competency Development & its Models.pdfMIT
3. Competency Development & its Models: Need and Importance of Competency Development, Stages in developing Competency Model, Types of Competency Model – Core/Generic, Job Specific, Managerial/Leadership, Custom, Development of Personnel Competency Framework – Lancaster Model of Competency.
The document discusses compensation and benefits management. It defines key terms like salary, wages, and compensation. It outlines components of compensation including fixed pay, variable pay, benefits, and financial and non-financial rewards. It discusses factors that influence compensation strategy and policies, different compensation models and structures commonly used in India.
The document discusses various components of international compensation packages. It begins by defining compensation and its objectives. It then covers principles of compensation, approaches in different countries, factors influencing compensation amounts, and theories of compensation. The document also discusses base salary, incentives, allowances, taxes, retirement benefits, and other typical components of an international compensation package. It notes challenges around managing compensation globally due to exchange rates, cost of living differences, and other complexities.
Performance management of international employeesUnifiers mlac
Performance management is a process that enables multinational enterprises (MNEs) to evaluate and continuously improve individual, subsidiary, and corporate performance against defined goals and targets. However, managing performance across borders presents unique constraints for MNEs, including issues with non-comparable data, volatility in different environments, and variable levels of maturity between subsidiaries. Effective performance management requires consideration of both quantitative goals as well as qualitative attributes, and balancing global standardization with local responsiveness.
Performance Management System & Performance AppraisalArun VI
The document discusses performance management systems and performance appraisal. It explains that performance management systems take a systematic approach to improving individual and team performance in an organization, and include strategic functions like resource planning and organizational development as well as transactional functions like recruitment and selection. Performance appraisal evaluates and measures an individual's performance and helps categorize high and low performers so that low performers can receive training and high performers can be rewarded. Performance management differs from performance appraisal in that it involves continuous monitoring, setting clear objectives, and regular feedback throughout the performance cycle. An effective performance management system comprises forecasting, planning, controls, and reporting to improve policies, programs, and outcomes.
Performance planning, role analysis, and evaluation are important performance management processes. Performance planning involves managers and employees setting goals and expectations for the upcoming period. It aims to align employee goals with organizational objectives. Role analysis defines an individual's role and responsibilities based on expectations from others in the organization. Performance evaluation assesses an employee's progress on goals and provides feedback. It is done annually by supervisors, managers, and sometimes peers or customers to recognize excellence, identify training needs, and inform compensation decisions. The goal is to improve performance and services through objective setting, progress assessments, and comprehensive evaluations.
Human Resource Management Practices in japan Rahat ul Aain
Japan has traditionally emphasized long-term employment and seniority-based promotion and compensation. However, it is now converging towards more Western-style human resource management practices. Issues include an aging population, lack of gender diversity and equality in the workplace, and increasing "karoshi" or death from overwork. Reform efforts aim to introduce more flexibility and performance-based approaches to address business needs in a changing environment.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
CBHRM Unit III-Competency Development & its Models.pdfMIT
3. Competency Development & its Models: Need and Importance of Competency Development, Stages in developing Competency Model, Types of Competency Model – Core/Generic, Job Specific, Managerial/Leadership, Custom, Development of Personnel Competency Framework – Lancaster Model of Competency.
The document discusses compensation and benefits management. It defines key terms like salary, wages, and compensation. It outlines components of compensation including fixed pay, variable pay, benefits, and financial and non-financial rewards. It discusses factors that influence compensation strategy and policies, different compensation models and structures commonly used in India.
The document discusses various components of international compensation packages. It begins by defining compensation and its objectives. It then covers principles of compensation, approaches in different countries, factors influencing compensation amounts, and theories of compensation. The document also discusses base salary, incentives, allowances, taxes, retirement benefits, and other typical components of an international compensation package. It notes challenges around managing compensation globally due to exchange rates, cost of living differences, and other complexities.
Performance management of international employeesUnifiers mlac
Performance management is a process that enables multinational enterprises (MNEs) to evaluate and continuously improve individual, subsidiary, and corporate performance against defined goals and targets. However, managing performance across borders presents unique constraints for MNEs, including issues with non-comparable data, volatility in different environments, and variable levels of maturity between subsidiaries. Effective performance management requires consideration of both quantitative goals as well as qualitative attributes, and balancing global standardization with local responsiveness.
Performance Management System & Performance AppraisalArun VI
The document discusses performance management systems and performance appraisal. It explains that performance management systems take a systematic approach to improving individual and team performance in an organization, and include strategic functions like resource planning and organizational development as well as transactional functions like recruitment and selection. Performance appraisal evaluates and measures an individual's performance and helps categorize high and low performers so that low performers can receive training and high performers can be rewarded. Performance management differs from performance appraisal in that it involves continuous monitoring, setting clear objectives, and regular feedback throughout the performance cycle. An effective performance management system comprises forecasting, planning, controls, and reporting to improve policies, programs, and outcomes.
Performance planning, role analysis, and evaluation are important performance management processes. Performance planning involves managers and employees setting goals and expectations for the upcoming period. It aims to align employee goals with organizational objectives. Role analysis defines an individual's role and responsibilities based on expectations from others in the organization. Performance evaluation assesses an employee's progress on goals and provides feedback. It is done annually by supervisors, managers, and sometimes peers or customers to recognize excellence, identify training needs, and inform compensation decisions. The goal is to improve performance and services through objective setting, progress assessments, and comprehensive evaluations.
This document discusses competency mapping in human resource development. It provides background on the evolution of competency mapping, definitions of competency mapping, the steps involved in competency mapping, and how competency mapping can be used for recruitment, training, performance appraisal, and compensation. It also outlines various tools that can be used for competency mapping such as literature reviews, focus groups, structured interviews, behavioral event interviews, surveys, and observations.
This document provides information about compensation and benefits management in 3 paragraphs:
1) It begins with a quote emphasizing the importance of retaining talented employees. It then provides a brief history of compensation, explaining salary, wages, and the meaning of compensation.
2) The next section defines total compensation and lists its main components such as basic pay, allowances, benefits, rewards, and incentives. It also discusses the purposes of compensation including attracting talent and motivating employees.
3) The final section provides details on the pay scale structure of the Indian Army, including ranks, pay bands, grade pay, military service pay, and various applicable allowances for roles like field area, high altitude, flying, and
This presentation discusses human resource management practices in the United States. It is presented by four group members and covers the following topics:
Part 1 discusses American national culture, describing characteristics like individualism, future orientation, and a can-do attitude.
Part 2 covers basic HRM practices in the US, including recruitment based on interviews and experience, training expenditures of $724 per employee annually, and a performance-based reward system.
Part 3 provides graphical comparisons of HRM metrics like training systems, labor costs, and hours worked in various countries including the US, Korea, Sri Lanka, and Germany.
The presentation concludes with a snapshot summarizing key cultural aspects of US business, including a performance-oriented
Recruitment and selection powerpoint presentationAndrew Schwartz
The document discusses recruitment and selection strategies. It outlines the program objectives which include becoming an expert in the employment process, creating an effective recruitment strategy, employing valuable recruitment methods, selecting the right employees through an objective process, benchmarking against competitors, and attaining higher retention rates. It then defines recruitment as the process of attracting, screening, and selecting candidates, and discusses using competencies to assess candidates. The remainder of the document provides guidance on developing a recruitment strategy including aligning stakeholders, considering market conditions, methods for recruiting, evaluating applications, interviews and references, making a final selection, assessing strategies, addressing legal issues, and next steps.
Succession Planning
Simple replacement planning. A process that indicates possible internal replacements for critical positions.
Developmental succession planning.
Talent pool planning.
Best practice organizations link succession planning with business strategy.
The 360 degree appraisal system involves evaluating an employee's performance from the perspectives of their superiors, peers, subordinates, self, and customers. It provides a more well-rounded assessment compared to traditional top-down evaluations. Some key advantages include facilitating personal and team development, driving change, and supporting learning organizations. Potential disadvantages include increased bias due to more raters and time/resource intensiveness. Accuracy varies depending on how long the raters have known the employee.
In this presentation, we will understand the meaning and factors of industrial relations, analyze the three aspects of industrial relations, meaning and functions of trade unions and discuss the influence of trade unios on business and human resource management.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Introduction to competency mapping, historical development, approaches, case studies of competency mapping, competency mapping procedures, steps in competency mapping, business strategies, performance criteria,tools for data collection, data analysis, validating competency models, using competency profiles in HR decisions.
This document provides an overview of modern recruitment methods used by Bharat Heavy Electricals Limited (BHEL). It discusses both internal recruitment sources like promotions and referrals, as well as external sources such as employment agencies, educational institutions, job fairs, digital platforms, and consultants. The case study then focuses specifically on the recruitment methods used by BHEL, including utilizing internal sources before exploring options like consultants, vocational schools, applications from casual or walk-in candidates, and coordinating with trade unions.
Performance management practices of Apple Pallavi Priya
Performance management is a process that provides feedback and accountability to help employees achieve organizational goals. It involves planning goals, regularly assessing performance through appraisals, and providing coaching like mentoring and feedback. At Apple, performance management is used to align individual objectives with company goals. Planning involves jointly setting clear goals, appraisals are ongoing and use peer reviews and 360 degree feedback, and coaching provides leadership, mentoring, and open communication. Performance is regularly evaluated and rewarded, and coaching helps underperforming employees improve.
This document discusses strategies for managing strategic organizational renewal including managing change, cultural change, technological change, and models for leading change. It also covers using organizational development approaches, total quality management, creating team-based organizations, business process reengineering, and implementing more flexible work arrangements to drive organizational renewal.
The document discusses competency-based job analysis, which describes jobs in terms of measurable behaviors and competencies rather than duties. It emphasizes that employees are capable of performing rather than their assigned duties. There are general, leadership, technical, and job-specific competencies. Competency architecture includes core competencies for all organization members, functional competencies for similar jobs, and job-specific competencies. Competency-based analysis is strategic and can help companies achieve high performance by focusing on measurable skills, knowledge, and competencies.
Human Resource Management:Recruitment and Selection, Placement and Induction)Boyet Aluan
The document discusses various methods that organizations use to recruit new staff and how recruitment methods have changed over the past 10 years due to technological advances.
Traditional methods like newspaper ads, employee referrals, and temp agencies are still used but have been supplemented by new online methods. Automated online applications and social media platforms like LinkedIn, Facebook, and Twitter allow organizations to more efficiently source and engage candidates.
Of the newer methods, employee referral programs and social media, especially LinkedIn, have been among the most effective at generating quality hires. However, many HR directors remain skeptical of social media's effectiveness and prefer traditional methods. Poorly designed recruitment processes that fail to properly target candidates or promote organizational benefits have proven
The document summarizes the performance measurement and appraisal processes of Coca-Cola Company. It discusses how Coca-Cola establishes performance parameters, evaluates employee performance qualitatively and quantitatively, and uses a Key Result Area approach. It outlines the stages of Coca-Cola's performance measurement including assessing results, setting goals, reviewing performance, and recognizing top performers. Dimensions like business results and competencies are assessed. The steps in Coca-Cola's annual performance appraisal process are also summarized.
The document discusses HR restructuring at Coca-Cola and Dabur. Both companies underwent major restructuring after facing business challenges. Coca-Cola restructured after a merger by reorganizing its structure, regions, and jobs. It also reduced costs. Dabur hired consultants, restructured management, and introduced performance-based appraisals. Both saw improved results including increased sales, market share and employee satisfaction after the restructurings. Strategies like reorganizing structure and management, cost-cutting, and developing employee-focused cultures could also benefit bank mergers.
This document discusses work redesign, which involves restructuring job tasks, duties, and responsibilities to make jobs more motivating for employees. It outlines the objectives of work redesign as placing the right person in the right job, improving skills-job fit, and maximizing output while increasing satisfaction. The document then examines interdisciplinary perspectives on job redesign from models like mechanistic, motivational, perceptual, and biological approaches. It describes the process of work redesign as revising job information, analyzing discrepancies, altering job elements, reforming descriptions, and reshuffling tasks. The advantages include improved quality of work life and productivity, while obstacles include difficulties in predicting job impacts and choosing analysis units. The conclusion states that work re
The document discusses performance appraisal of expatriates. It defines performance appraisal and outlines its objectives for both employees and organizations. It identifies factors that influence expatriate performance like compensation, task, cultural adjustment, and support from headquarters. It also discusses challenges of international performance management like cultural differences, unreliable data, and complex environments. Finally, it provides examples of performance appraisal systems used by companies like Pepsi and guidelines for effective expatriate performance evaluation.
This document discusses performance management in organizations. It defines performance management as a systematic process that involves employees in improving organizational effectiveness through accomplishing goals and missions. Key aspects of performance management include planning work, monitoring performance, developing capacity, periodically reviewing performance, and rewarding good performance. The overall aims are to align individual goals with organizational goals and improve performance at individual, departmental, and overall levels. Performance management helps clarify expectations, set goals, and encourage coaching and feedback to enhance commitment and performance.
This document discusses compensation management and provides details on:
1) The definition and types of compensation including direct compensation like wages and salaries, and indirect compensation like benefits.
2) The purposes and components of compensation including attracting applicants, retaining employees, motivating performance, and administering legal pay requirements.
3) Methods of determining employee pay such as base salary plus cost of living adjustments, scales, incentives, bonuses, and merit-based pay.
4) The job evaluation process which determines relative job worth through analyzing jobs, developing and selecting evaluation methods, and evaluating positions.
This document provides an overview of strategic human resource management. It defines SHRM and explains its links to strategic management and the general planning process. The document outlines the SHRM process, including scanning the external and internal environment, identifying sources of competitive advantage, developing HR strategies, implementing those strategies, and monitoring/evaluating performance. It also discusses strategic fit and the relationship between business and HR strategies. Examples of Facebook's performance management and efforts to increase employee convenience are provided.
The performance management system at Saudi Chevron Phillips Company (SCP) aims to align employee performance with organizational objectives. As a joint venture between Arabian Chevron Phillips Petrochemical Company and Saudi Industrial Investment Group, SCP initiated operations in 1999 to manufacture benzene, cyclohexane and gasoline blend stocks. Performance management systems are important for organizations to oversee employee performance standards and achieve goals. Investing in such processes benefits companies by aligning output to their mission and vision statements.
This document discusses competency mapping in human resource development. It provides background on the evolution of competency mapping, definitions of competency mapping, the steps involved in competency mapping, and how competency mapping can be used for recruitment, training, performance appraisal, and compensation. It also outlines various tools that can be used for competency mapping such as literature reviews, focus groups, structured interviews, behavioral event interviews, surveys, and observations.
This document provides information about compensation and benefits management in 3 paragraphs:
1) It begins with a quote emphasizing the importance of retaining talented employees. It then provides a brief history of compensation, explaining salary, wages, and the meaning of compensation.
2) The next section defines total compensation and lists its main components such as basic pay, allowances, benefits, rewards, and incentives. It also discusses the purposes of compensation including attracting talent and motivating employees.
3) The final section provides details on the pay scale structure of the Indian Army, including ranks, pay bands, grade pay, military service pay, and various applicable allowances for roles like field area, high altitude, flying, and
This presentation discusses human resource management practices in the United States. It is presented by four group members and covers the following topics:
Part 1 discusses American national culture, describing characteristics like individualism, future orientation, and a can-do attitude.
Part 2 covers basic HRM practices in the US, including recruitment based on interviews and experience, training expenditures of $724 per employee annually, and a performance-based reward system.
Part 3 provides graphical comparisons of HRM metrics like training systems, labor costs, and hours worked in various countries including the US, Korea, Sri Lanka, and Germany.
The presentation concludes with a snapshot summarizing key cultural aspects of US business, including a performance-oriented
Recruitment and selection powerpoint presentationAndrew Schwartz
The document discusses recruitment and selection strategies. It outlines the program objectives which include becoming an expert in the employment process, creating an effective recruitment strategy, employing valuable recruitment methods, selecting the right employees through an objective process, benchmarking against competitors, and attaining higher retention rates. It then defines recruitment as the process of attracting, screening, and selecting candidates, and discusses using competencies to assess candidates. The remainder of the document provides guidance on developing a recruitment strategy including aligning stakeholders, considering market conditions, methods for recruiting, evaluating applications, interviews and references, making a final selection, assessing strategies, addressing legal issues, and next steps.
Succession Planning
Simple replacement planning. A process that indicates possible internal replacements for critical positions.
Developmental succession planning.
Talent pool planning.
Best practice organizations link succession planning with business strategy.
The 360 degree appraisal system involves evaluating an employee's performance from the perspectives of their superiors, peers, subordinates, self, and customers. It provides a more well-rounded assessment compared to traditional top-down evaluations. Some key advantages include facilitating personal and team development, driving change, and supporting learning organizations. Potential disadvantages include increased bias due to more raters and time/resource intensiveness. Accuracy varies depending on how long the raters have known the employee.
In this presentation, we will understand the meaning and factors of industrial relations, analyze the three aspects of industrial relations, meaning and functions of trade unions and discuss the influence of trade unios on business and human resource management.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Introduction to competency mapping, historical development, approaches, case studies of competency mapping, competency mapping procedures, steps in competency mapping, business strategies, performance criteria,tools for data collection, data analysis, validating competency models, using competency profiles in HR decisions.
This document provides an overview of modern recruitment methods used by Bharat Heavy Electricals Limited (BHEL). It discusses both internal recruitment sources like promotions and referrals, as well as external sources such as employment agencies, educational institutions, job fairs, digital platforms, and consultants. The case study then focuses specifically on the recruitment methods used by BHEL, including utilizing internal sources before exploring options like consultants, vocational schools, applications from casual or walk-in candidates, and coordinating with trade unions.
Performance management practices of Apple Pallavi Priya
Performance management is a process that provides feedback and accountability to help employees achieve organizational goals. It involves planning goals, regularly assessing performance through appraisals, and providing coaching like mentoring and feedback. At Apple, performance management is used to align individual objectives with company goals. Planning involves jointly setting clear goals, appraisals are ongoing and use peer reviews and 360 degree feedback, and coaching provides leadership, mentoring, and open communication. Performance is regularly evaluated and rewarded, and coaching helps underperforming employees improve.
This document discusses strategies for managing strategic organizational renewal including managing change, cultural change, technological change, and models for leading change. It also covers using organizational development approaches, total quality management, creating team-based organizations, business process reengineering, and implementing more flexible work arrangements to drive organizational renewal.
The document discusses competency-based job analysis, which describes jobs in terms of measurable behaviors and competencies rather than duties. It emphasizes that employees are capable of performing rather than their assigned duties. There are general, leadership, technical, and job-specific competencies. Competency architecture includes core competencies for all organization members, functional competencies for similar jobs, and job-specific competencies. Competency-based analysis is strategic and can help companies achieve high performance by focusing on measurable skills, knowledge, and competencies.
Human Resource Management:Recruitment and Selection, Placement and Induction)Boyet Aluan
The document discusses various methods that organizations use to recruit new staff and how recruitment methods have changed over the past 10 years due to technological advances.
Traditional methods like newspaper ads, employee referrals, and temp agencies are still used but have been supplemented by new online methods. Automated online applications and social media platforms like LinkedIn, Facebook, and Twitter allow organizations to more efficiently source and engage candidates.
Of the newer methods, employee referral programs and social media, especially LinkedIn, have been among the most effective at generating quality hires. However, many HR directors remain skeptical of social media's effectiveness and prefer traditional methods. Poorly designed recruitment processes that fail to properly target candidates or promote organizational benefits have proven
The document summarizes the performance measurement and appraisal processes of Coca-Cola Company. It discusses how Coca-Cola establishes performance parameters, evaluates employee performance qualitatively and quantitatively, and uses a Key Result Area approach. It outlines the stages of Coca-Cola's performance measurement including assessing results, setting goals, reviewing performance, and recognizing top performers. Dimensions like business results and competencies are assessed. The steps in Coca-Cola's annual performance appraisal process are also summarized.
The document discusses HR restructuring at Coca-Cola and Dabur. Both companies underwent major restructuring after facing business challenges. Coca-Cola restructured after a merger by reorganizing its structure, regions, and jobs. It also reduced costs. Dabur hired consultants, restructured management, and introduced performance-based appraisals. Both saw improved results including increased sales, market share and employee satisfaction after the restructurings. Strategies like reorganizing structure and management, cost-cutting, and developing employee-focused cultures could also benefit bank mergers.
This document discusses work redesign, which involves restructuring job tasks, duties, and responsibilities to make jobs more motivating for employees. It outlines the objectives of work redesign as placing the right person in the right job, improving skills-job fit, and maximizing output while increasing satisfaction. The document then examines interdisciplinary perspectives on job redesign from models like mechanistic, motivational, perceptual, and biological approaches. It describes the process of work redesign as revising job information, analyzing discrepancies, altering job elements, reforming descriptions, and reshuffling tasks. The advantages include improved quality of work life and productivity, while obstacles include difficulties in predicting job impacts and choosing analysis units. The conclusion states that work re
The document discusses performance appraisal of expatriates. It defines performance appraisal and outlines its objectives for both employees and organizations. It identifies factors that influence expatriate performance like compensation, task, cultural adjustment, and support from headquarters. It also discusses challenges of international performance management like cultural differences, unreliable data, and complex environments. Finally, it provides examples of performance appraisal systems used by companies like Pepsi and guidelines for effective expatriate performance evaluation.
This document discusses performance management in organizations. It defines performance management as a systematic process that involves employees in improving organizational effectiveness through accomplishing goals and missions. Key aspects of performance management include planning work, monitoring performance, developing capacity, periodically reviewing performance, and rewarding good performance. The overall aims are to align individual goals with organizational goals and improve performance at individual, departmental, and overall levels. Performance management helps clarify expectations, set goals, and encourage coaching and feedback to enhance commitment and performance.
This document discusses compensation management and provides details on:
1) The definition and types of compensation including direct compensation like wages and salaries, and indirect compensation like benefits.
2) The purposes and components of compensation including attracting applicants, retaining employees, motivating performance, and administering legal pay requirements.
3) Methods of determining employee pay such as base salary plus cost of living adjustments, scales, incentives, bonuses, and merit-based pay.
4) The job evaluation process which determines relative job worth through analyzing jobs, developing and selecting evaluation methods, and evaluating positions.
This document provides an overview of strategic human resource management. It defines SHRM and explains its links to strategic management and the general planning process. The document outlines the SHRM process, including scanning the external and internal environment, identifying sources of competitive advantage, developing HR strategies, implementing those strategies, and monitoring/evaluating performance. It also discusses strategic fit and the relationship between business and HR strategies. Examples of Facebook's performance management and efforts to increase employee convenience are provided.
The performance management system at Saudi Chevron Phillips Company (SCP) aims to align employee performance with organizational objectives. As a joint venture between Arabian Chevron Phillips Petrochemical Company and Saudi Industrial Investment Group, SCP initiated operations in 1999 to manufacture benzene, cyclohexane and gasoline blend stocks. Performance management systems are important for organizations to oversee employee performance standards and achieve goals. Investing in such processes benefits companies by aligning output to their mission and vision statements.
15Reflection and Discussion Forum Week 3Sri ChaitaAnastaciaShadelb
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
15Reflection and Discussion Forum Week 3Sri ChaitaKiyokoSlagleis
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
this is performance management of the employees we are found there is lot of employees not satisfied with their job what they have . and we need to improve their performance management in the organization this main reason we did this study
An Exploratory Study Of Performance Management Systems And Their Influence On...Andrew Molina
The document discusses various performance management systems (PMS) and their influence on employee performance. It reviews several PMS approaches, including management by objectives, balanced scorecard, total quality management, and productivity measurement and enhancement systems. The literature suggests that an effective PMS should align individual goals with organizational objectives, provide continuous feedback, and involve employees in the design process. When implemented properly with the right design that considers both internal and external factors, PMS can help improve overall organizational performance by motivating employees and linking their work to strategic goals.
Competency model development: A study of conceptual frameworkinventionjournals
Adjustment between employer with optimum occupation is not easy when jobs are likely to be complicated. This research shows that the more complex the work, the more difficult to identify the most important tasks and competencies associated with successful. Therefore, competency system is necessarily applied to determines the success or failure of the management functions implementation which strictly depend on the quality of human resources.
Performance management and development systemeismintukey
This document provides tips for optimizing a performance management and development system. Tip #1 discusses calibrating performance ratings across an organization to ensure consistent ratings. Tip #2 recommends linking performance processes to career development and learning opportunities. Tip #3 advocates enabling pay-for-performance programs to build a merit-based culture. Tip #4 suggests driving continuous improvement through workforce analytics. Tip #5 stresses configuring, rather than customizing, a performance management system.
This document discusses human resource management practices at Cisco Systems. It covers the recruitment process, performance management, training and development, compensation and benefits, and employee separation. The recruitment process involves job analysis, descriptions, sourcing candidates, screening, selection, and onboarding. Performance is monitored through observation, assessment, and ranking. Rewards and compensation are linked to job analysis and factors like skills, experience, and position. Causes for employment termination include poor performance, policy violations, and illegal actions. The organization aims to retain talent through measures like a supportive work environment, training, and feedback. Legal and regulatory frameworks guide the HR processes.
The document discusses several aspects of an HR staffing system including:
1. The goals of an effective HR staffing system are to recruit talent, develop and retain employees, and build a reputation as an employer of choice.
2. Recruitment and selection involves the full process from advertising jobs to selecting candidates. Understanding job qualifications is key to hiring.
3. Compensation and benefits are important for attracting qualified candidates and maintaining positive employee morale. Pay should be competitive.
4. Performance management ensures employees understand expectations and are developed, recognized, and either retained or removed based on performance.
5. Professional development and promotion opportunities like training and succession planning are important for retaining and engaging employees
The document discusses workforce performance management (WPM) and Development Dimensions International (DDI) as a WPM vendor. It provides an overview of WPM, noting its benefits include improved strategy execution, employee engagement, performance management, and talent management. The document evaluates DDI's WPM capabilities, finding its strengths are in aligning goals with strategy, viewing employees holistically across their careers, providing consulting expertise, and facilitating change management.
This document discusses workforce performance management (WPM) and assesses Development Dimensions International's (DDI) capabilities in this area. It provides an overview of DDI, noting it is a global human resources consulting firm with expertise in talent selection, development and retention. The document examines DDI's strengths, including aligning organizational goals with strategy, viewing employees across their life cycle, and providing consulting expertise to implement WPM solutions and drive change. Case studies of DDI clients demonstrate how it has helped companies improve employee engagement and performance to better achieve strategic objectives.
Human resource management has two main functions: overseeing human capital operations and managing employees. HR plays a vital role in strategic organization design and establishing effective policies to optimize costs. The document identifies two main management concerns at Watson Technologies: succession planning and diversity/inclusion. It recommends revising the succession plan to prepare future leaders through training and job rotation. It also suggests implementing diversity training, a managing by walking around program, and surveys to promote an inclusive culture and address communication barriers.
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Mergers and acquisitions (M&As) can be pursued for economies of scale, market consolidation, or improving competitiveness. However, two thirds of M&As fail due to inability to merge cultural and human factors between companies. Human resource issues are one of the major reasons for M&A failure, with success rates estimated at only 30-40%. HR plays an important role in both pre-acquisition cultural assessment and post-acquisition integration activities like addressing differences in culture, job security concerns, compensation structures, and organizational structures.
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Here are the key points from the literature review on NPM and performance management:
- NPM (New Public Management) model focuses on delivering market-inspired results and efficiency/performance.
- NPM originated in developed countries like UK and US under Thatcher and Reagan and then spread globally.
- NPM promotes market-based reforms to public governance systems around the world. Countries felt pressure to adopt NPM reforms from exogenous factors.
- A main goal of NPM is to improve organizational performance through greater efficiency, output measurement, and emphasis on results. Key tools include performance management systems, explicit standards/measures, and increased autonomy/competition.
- Performance management is a core part of NPM
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Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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2. UNITED STATES OF AMERICA
The strong individualistic nature of U.S culture is manifested in PMSs as a conviction that
employee ought to be evaluated on their individual performance and contributions. As such,
performance evaluation in the U.S. is largely focused on the performance of individual
employees rather than the performance of teams or work units. As a capitalist country,
workers in the US largely expect that their rewards will be a direct result of their individual
contributions. As a result, there are competitive aspects to many PMSs in which only the top
performing employees receive the greatest rewards. Capitalism has also created fierce
competition for organisations & the people in them to be industry leaders . Pressure from
stockholders, leaders and boards of directors generate organizational climates that are results-
oriented and driven to be highly successful and profitable. At the same time, as a democratic
country in which everyone has a voice in government, citizen expect fair & transparent
systems and processes. For employees, this translates into the expection that PMSs will be
administered in a fair & transparent manner & that employees will also have input into how
their performance is evaluated. This expection is reinforced by the U.S legal syetem, which
allows employees to easily seek redress if they feel they have been treated unfairly.
Uses of PM in THE U.S.
Currently, most U.S. organisations use their PMSs for decision –making(e.g. for pay,
bonuses, promotion, assignments, reductions in force). Fewer use PM to guide employee
development, including training, mentoring, and other experiences to help employees
develop their capabilities. The choice of whether to use a system for decision-making or
development is a critically important one that has implications for the system’s design and
implementation.
Tools used for measuring PM in U.S
a) Six Sigma
One key innovation of Six Sigma implementation in American Companies involves the
absolute "professionalizing" of quality management functions.
For them, Six Sigma programs are a kind of elite ranking terminology to define a
hierarchy that kicks across all business functions and levels.
CEO and other Top Managers are responsible for setting up a vision for Six Sigma
implementation. They also empower the other role holders with the freedom and
resources to explore new ideas for breakthrough improvements.
Employees are evaluated on the basis of their highest certification in Six Sigma (Black,
Green, Yellow, etc.), or the extent of application of Six Sigma Certifications in daily work
processes.
3. b) Benchmarking:
This method improves performance by identifying & applying best demonstrated
practices to operations & sales. Managers compare the performance of their employees
externally with those of competitors.
Its objective is to find examples of superior performance and to understand the processes
and practices driving that performance in employees.
Companies then improve their performance by tailoring and incorporating these best
practices into their own operations.
Most managers use it to improve employee performance, understand relative cost position
per employee, gain strategic advantage, and increase the overall rate of organizational
learning.
Key Factors impacting PM in the U.S.
Whether used for decision-making, development, or both, three key factors that are so
pervasive that they impact essentially all performance management systems in the U.S. are:
1. A focus on results
2. Implementation of automated human resource systems, and
3. A legal environment that allows challenges of employment practices.
Key challenges facing effective PM in the U.S.
PM is often referred to as the ‘Achilles heel’ of HRM. A survey by Watson Wyatt showed
that only 30% of workers felt that their company’s PMS helps to improve performance. Less
than 40% said their systems established clear performance goals, generated honest feedback,
or used technology to streamline the process. While these attitudes might be attributed to
poorly designed systems, it is usually not poorly developed tools and processes that cause
difficulties with PM. Rather, difficulties arise because, at its core, PM relies on human
interactions and is an extremely difficult process to implement effectively. While ther are
many challenges associated with implementing effective PMSs in the U.S. three are
problematic:
Organizational members view PM as an administrative burden to be minimized rather
than an effective strategy to obtain business results,
Managers and employees are reluctant to engage in candid performance discussions, and
Judgment and time factors impede accurate performance assessment.
4. MEXICO
Economic development in Mexico over the last two decades has contributed to an attractive
environment for business investment and growth. As one of the world’s largest economies,
Mexico enjoys regional economic and political power among other Latin American countries
and is home to major multinational corporations such as Cemex (cement), Cinepolis (movie
provider), Nemak (autoparts), Gruma (tortilla maker) and Bimbo (bakery). Contrasting with
the endemic economic instability and crises of the past, Mexico experiences a rather stable
economic environment today. Nevertheless, for business to succeed in this setting, leaders
need to be aware of its particular management style.
Setting the Stage
To be effective, PM systems tend to be complex, require significant amounts of
resources and entail a redefinition of the roles of human resources (HR) vs. front-line
managers.
PM systems fulfill a strategic role in organizations and their implementation requires
paying particular attention to the establishment of work goals, performance
measurement, work evaluation and appraisal, and feedback processes. PM practices
can also have notable benefits for individual workers, because they provide relevant
information about training and development needs, while helping define rewards and
recognition opportunities. Finally, PM systems potentially enable companies to set
standards for attracting and retaining key human talent.
In Mexico, the main challenge faced by HR executives is how to design strategies
that link individual and organizational performance in practice. Developing
innovative strategies for managing this link requires the development of specific
competencies. For example, there is a need to design and use instruments that
measure different types of performance, and to manage a diverse range of PM tools.
Managing a diversity of tools tests front-line managers’ work, especially when it
comes to giving and receiving feedback on employees’ performance.Example: The
case of CompuSoluciones, a medium-size IT company often ranked top in the Great
Places to Work rakings. CompuSoluciones devotes much effort to manage the
strategic positioning of its PM systems.
Understanding this post-evaluation process could explain much of the typical negative
behavior and rejection of unfavorable appraisal, and contribute to more effective
evaluation outcomes.
5. PM Instruments and Tools
Because of the diverse meanings that organizational members grant to performance
nowadays, there are different models and tools available according to the
organizational level at which performance is appraised. The best-known appraisal
tools in Mexico are: Management by Objectives, Economic Value Added, Balanced
Scorecard, 360-degree Evaluation, Critical Incident Method, and Top Talent Ranking
(forced curve).
a) Management by Objectives (MBO)
It is a process whereby the superior and the immediate subordinate of an organization
jointly identify the common goals, define each individual's areas of responsibility and use
these measures as guides for operating the unit.
It is used widely as a performance appraisal technique, as it is easy to measure whether
the stated objectives have been achieved or not.
The Mexican theory of using this method is that when the goals of the individual & the
organization are aligned, the employee contributes effectively to the organization, thereby,
improving the overall efficiency.
b) Top Talent Ranking (Forced Curve)
This method operates under the assumption that an employee's performance can be
plotted in a bell-shaped curve.
Mexican Companies use this method as it helps them classify the employee workforce in
an effective manner, and gives them those key employees who are fit to take senior
positions in the future.
It is used widely because it helps to identify & retain the key talent in the firm.
c) Critical Incident Method
It involves identifying & describing specific events where the employee did something
really well or something that needs improvement.
It's a technique based on the description of the event, and does not rely on the assignment
of ratings or rankings.
This method is useful as it helps employees improve since the information in this method
is more detailed & specific than in rating methods.
Mexicans believe in this system as they think if the Critical Incidents are caught, the
employees’ whole scenario can be well made out.
6. UNITED KINGDOM
Introduction
In the context of UK, PMS is considered as a strategic process that is aligned to the
organization’s wider objectives and long-term direction.
It is integrative in nature, not only aligning organizational objectives with individual
objectives but also linking together different aspects of HRM like HRD, employee
reward, organizational development, etc.
In UK, Performance Management is based on an agreement b/w a manager & an
individual, shared understanding of and continuing dialogue about an individual’s goals,
standards expected, competencies needed, etc.
Tools used for measuring PM in U.K
a) Balanced Scorecard
This method seeks to integrate financial & non-financial performance measures for a
particular employee & identify key ones that link to strategy.
It involves establishing major objectives for each of the four perspectives, translating
each objective into targeted performance measures and comparing actual performance
measures with the target measures.
The UK Assumption of this approach is that each performance measure is part of a cause-
and-effect relationship involving a linkage from strategy formulation to financial
outcomes.
When all employees are evaluated through this approach, managers get a clear picture of the
key talents of the company & where one particular employee lack & needs improvement.
b) 360 Degree Appraisal
It is a process where multiple raters are involved in evaluating performance.
In this method an employee's performance is evaluated by his supervisor, subordinates,
peers and customers.
It is the most widely accepted & applied as it provides the feedback on an employee from
all angles of his work performance.
c) Quantitative Models for Performance Measurement Systems (QMPMS)
This approach uses cognitive maps, cause and effect diagrams, tree diagrams, and the
analytic hierarchy process, to quantify the effect of factors on performance of the various
employees.
A problem of this approach is that PM usually involves identification of many factors
affecting performance. So, the number of pair wise comparisons is huge; and managing
them is exhausting and time consuming.
d) The Last Planner System and Lean-based Process Measures
These measures are mostly implemented in the UK construction projects with varying
levels of success, to increase the reliability of planning, improve production performance,
and create a predictable workflow.
7. Through this, project teams commit to complete assigned tasks in a given week. Some LC
practitioners refer to percentage plans complete (PPC) as a metric for commitment
reliability.
At each weekly meeting, time is given to learn and understand why certain tasks were not
completed as planned in the previous week, before creating a new weekly plan to be
executed.
The concepts of TQM and JIT Manufacturing are often used to compliment this approach
for efficient results.
Key Challenges in PM in the U.K.
1. Concerns about the link between PA scores & the length of hours worked (i.e. work-
life balance issues and rater bias)
2. An increasingly diverse domestic workforce (in terms of immigration and ethnic
groups)
3. The recent introduction of age discrimination legislation in the U.K. and concerns for
the absence of bias
8. Germany
Some researchers have found evidence that the german HRM model is in a process of change.
While for a long time after World War II the economic conditions were more or less stable &
characterized by growth, enabling the development of a social market economy, recently
external factors inducing change have emerged. Among there are German reunification & the
opening of new markets for labor as well as for products in central & eastern Europe & of
course the worldwide encompassing phenomenon of globalization
a) Individual Characteristics
First of all the fact that an employee’s performance is evaluated should be associated
with age for several reasons.
Risk averse individuals try to avoid situations in which they are faced with income
uncertainty. Since systematic performance appraisals are often a precondition for
performance pay, we conclude that the willingness to take risks is positively
associated with being in a job with systematic appraisals.
One may argue that women are less willing to task risk or have a lower expected
tenure due to parental leaves, which may influence compensation and PA.
There are no expect direct effects of an employee’s education on the probability that
her or his performance is appraised but rather an indirect effect.
Better educated employees should work in different jobs and, as we will argue in the
next subsection, the job status and hierarchical level should have an impact on the use
of performance appraisals.
b) Job-based and Firm Characteristics
There should be a strong impact of firm size on the probability that an appraisal
system is used for several reasons: In small owner-managed firms the employer
knows most of his or her employees directly and observes their actual performance
continuously even without systematic appraisals.
Moreover, in larger firms it becomes more necessary to compare the performance of
employees across departmental boundaries, which makes standardized methods to
appraise performance more important.
Furthermore, setting up a formal appraisal system causes fixed costs and, hence, the
benefits of such systems are more likely to exceed the costs in larger firms.
Finally, large firms typically offer more formal training so that the presence of PA
systems is more likely to determine specific training needs.
Tools used for measuring PM in Germany:
a) Activity-based Costing
An efficient cost accounting system is of vital importance for the corporate management
& for several PM approaches.
9. For the Germans, the main idea of ABC is to directly measure the cost of resources used
to perform organizational activities.
10. TURKEY
Performance evaluation is one of the most challenging HR functions in Turkish
organizations.
There are mainly three reasons for that.
First, although 72 percent of companies reported that they had a performance evaluation
system with a standard evaluation form, it is difficult to obtain `objective’ appraisals.
One-third of the organizations reported that they evaluated performance on the basis of
competencies and behavioral criteria. There is no evidence of anyscientific validity of the
measures developed to assess these criteria.
Evaluators do not receive training prior to performance evaluation.
Another problem is related to the evaluation process. As would be expected in a high
power distance culture, a majority of organizations (80 percent) conduct performance
evaluations as a one-way process whereby subordinates are evaluated by their superiors
only.
Moreover, self-assessment did not yield reliable outcomes, as people tend to rate
themselves lower than the ratings they received from their supervisors.
Tools used for measuring PM inTurkey:
a) Total Quality Management (TQM)
It is a firm-wide management philosophy of continuously improving the quality of the
products by focusing on customers’ needs & expectations to enhance their satisfaction &
firm’s performance.
Most Turkish Manufacturing companies and Industry use it for improving customer
satisfaction, quality of products and/or services, productivity, employee performance,
QWL, market share, etc.
However, most of these Turkish firms face some obstacles in its efficient application like
Employee Involvement, Inadequacy of the firm structure, Lack of firm’s resources,
Illiteracy & unawareness among employees, etc.
b) ERP Applications
In most Turkish organizations dealing with production planning, supplies, sales,
distribution, accounting & customer service, ERP system is standard software that
manages these functions by integrating them all together.
For the employees, there are two types of criteria used to measure their performance;
financial criteria and market criteria. This includes ROI, Sales profit margin sales
growth, market share, etc.
As all such metrics & information is shared & discussed using the ERP Systems,
Managers can easily look into the detailed performance of their employees on the
mutually agreed goals & instilled metrics.
All employees are given a proper training on how to use the ERP Application effectively.
They then keep uploading, measuring & keep a track of their achievements as recorded
by the ERP System.
11. c) Key Performance Indicators (KPIs)
It is a measurement based PMS that translates the vision of the Turkish firms to strategies,
and converts them & the mission into performance measures.
It is used mostly in sync & in accordance with the implemented ERP Systems of the
organizations. KPIs are installed primarily by employees & then modified.
These Indicators help the managers to develop & use Performance Metrics.
12. INDIA
Performance management is the practice of actively using performance data to improve
an organization’s performance. It involves strategic use of performance measures &
standards to establish performance targets & goals.
It is also needed to prioritize and allocate resources, inform managers about the needed
adjustments or changes in policy or program directions to meet goals, frame reports on
the success, and improve the overall quality of work.
PMS is a complete work system that begins when a job is defined as needed and ends
when the employee performs according to the standards laid by you.
It aims to achieve the company mission and vision. An effective PMS sets new
employees up to succeed, so they can help your organization succeed.
Tools used for measuring PM in India:
a) KRA Oriented Measurement
It is the method of evaluating an employee’s performance on the basis of Key Result
Areas framed mutually among him & his manager.
These KRAs are often framed at the year’s starting, revised throughout the year based on
the changing conditions, and measured accordingly at year end.
It gives a clear picture to an employee of where does he lack & needs to improve.
b) 360 Degree Appraisal
It is a process where multiple raters are involved in evaluating performance.
In this method an employee's performance is evaluated by his supervisor, subordinates,
peers and customers.
It is the most widely accepted & applied as it provides the feedback on an employee from
all angles of his work performance.
c) Total Quality Management has organization-wide efforts to install & instill a climate in
which an organization continuously improves its ability to deliver high-quality products
and services to customers.
d) Benchmarking
It is the process of comparing one's business processes and performance metrics to
industry bests or best practices from other companies.
It is used to measure performance using a specific indicator (cost per unit of measure,
productivity per unit of measure, etc.) resulting in a metric of performance that is then
compared to others.
It allows organizations to develop plans on how to make improvements or adapt specific
best practices.
13.
14. CHINA
Performance management is an elusive concept meaning different things to differentpeople.
The concept may be narrowly defined as a process incorporating various modern
management tools and techniques. Focusing on performance management in its narrow or
strict sense, we may say that virtually all components of performance management can be
found in practice in one place or another in China. These include not only management tools
such as strategic management, performance measurement, programme evaluation, total
quality management, quality accreditation (such as ISO 9000), and public-private
partnerships, but also management tools that may more appropriately be seen as fads, such as
best practice benchmarking, business process re-engineering, balanced score-cards, and
service delivery innovations applied mainly in the public sector (for example, one-stop
shopsand the Citizen’s Charter initiative). Performance management may also be defined as
“managing for performance”, or the systematic and integrated efforts to
improveorganisational performance. In addition to the set of tools and techniques mentioned
above, performance management in this broad sense also covers a variety of activities
ranging from reorganisation of public agencies to service delivery reforms.
Tools used for measuring PM in India:
a) Balanced Scorecard
The BSC model is a strategic measurement tool and management system that translates
an organization’s mission and strategy into a balanced set of integrated performance
measures.
The Chinese companies however incorporate this method differently.
The employees & managers primarily decide & set mutually the Key Performance
Indicators (KPIs) at the Employee’s joining or at year’s starting.
Then, according to the framed KPIs, the employees are allocated the different measures to
fit their performance into the BSC Model.
The Chinese believe that such a system result in an efficient & specialized workforce.
And as they with their managers clearly know the expectations & metrics of performance,
evaluation becomes easy.
b) Six Sigma
The changing nature of business and the industry China is working in; means there needs
to be a quality level for each company’s processes.
More and more Chinese Companies today focus on the Six Sigma relevance while
measuring their employees’ performances.
The idea behind its inculcation is improving the quality of services provided.
15. Modern Improvements
Most Chinese firms are adopting best practice approaches today for the design and
deployment of their enterprise PMS, by articulating their organizational value drivers
before getting into debates about what & how to measure.
They are also stressing the importance of communication in their theories of how their
organizations work. Employees are being encouraged to suggest & develop new models
of communication to enhance transparency.
Employees are also being encouraged to test and challenge the causal models. Using the
data they collect through their Enterprise PMS, Chinese firms can test the validity of their
theories about their business’ value drivers.
Most Chinese firms today are investing in developing the skills of their people and the
infrastructure, thereby ensuring they have the organizational capability to make best use
of their Enterprise PMS.
16.
17. SOUTH KOREA
Performance Management Process
Setting performance targets
- Delineating the mission and strategic objectives of the organization
- Defining quantitative and/or non-quantitative performance indicators
- Choosing targets for indicators
Designing the program
- Designating who is in charge of the program
- Designing the service delivery system
- Planning human and financial resources
- Drawing up evaluation plans
Implementing the program
- Delivering service with inputs of human and financial resources
- Measuring performance indicators
Assessing the performance
- Performance monitoring
- Program evaluation
Tools for performance assessment
a) Performance monitoring
• Measures the program performance with a predetermined set of indicators.
• Can produce information on outputs and outcomes in a frequent and timely manner
at relatively low costs.
• By itself, can rarely explain the causality between inputs and outputs or outcomes.
b) Program evaluation
• Addresses the question of why and how the program produced certain outputs and
outcomes.
• Employs analytical tools with varying degrees of sophistication.
• Usually requires large amounts of money and time, and cannot be performed on all
programs.
18. JAPAN
Initially formulated in the 1920’s and 1930’s and modeled on the American’s
performance management system.But the Japanese version since then has followed its
own course of development, taking on its present features, which are significantly
different from those of the American system.
Japan had adopted an ‘ability –based personnel management’ approach which took into
account various employee ability measures such as judgement, planning ability,
negotiating skills, leadership etc.
Tools used for measuring PM in Japan:
a) Check-list Approach
The checklist method is a behaviorally based approach to performance appraisal that
requires raters to observe employees' behavior and record performance‐related
judgments about these behaviors. In this approach to performance appraisal, a list of
job‐relevant behaviors is developed. Raters are asked to record:
(a) whether or not each behavior has been performed by the employee
(b) the degree to which each item describes the person being evaluated.
b) Rating Scales
o A graphic rating scale lists a series of traits that the company considers to
be valuable for effective performance, and the rater rates the employee along
a scale depending upon how well the employee has exhibited the trait. These
types of appraisals are pretty easy to design and use. They allow employers
to make quantitative comparisons between the scores achieved by different
employees.
19. AUSTRALIA
INTRODUCTION
For most Australian firms, PMS is just a bureaucratic system that everyone thinks
they have to go through. It doesn’t correlate to increased productivity.
PMS is more like a formality with firms using ‘outdated’ Performance Management
tools as they have adopted traditional approaches.
Tools used for measuring PM in Australia:
a) Dashboards
It is a PM System that is more practical and powerful than the balanced scorecard (BSC);
DASHBOARD brings together agreed categories of measurement and the various KPIs
for the board, CEO, managers and staff.
It also provides PM tools that enable reporting against KPIs and the provision of data &
information to the board & management, enabling them to make timely & informed
decisions.
In most Australian Companies, Dashboard is customized & implemented as a facilitated
process; assisting people to understand & operate their KPIs.
Employees do not only set their KPIs after discussing them with their managers, but also
can operate them on a real – time basis.
b) Balanced Scorecard
It is a strategic planning and management system that is widely applicable to all
Australian organizations regardless of size or type of business.
It facilitates the development and ongoing review of an organization’s vision and
strategy, provides a method of aligning the organization’s business activities with that
strategy, etc.
It is also beneficial for measuring employee performance as it facilitates the clear &
ongoing development of organization’s strategies, develops practical measures & targets,
encourages completely transparent reporting & is completely adaptable.
20. FRANCE
INTRODUCTION
The business set up in France is egalitarian (equal) and to ensure successful cross cultural
management, it is important to remember to treat each and every person with equal
respect & deference.
French businesses have a very formal and reserved orientation and the behaviour of
professionals is also formal and professional.
Communication mechanisms in France may be both formal and informal, depending upon
the person you are dealing with & the relationship with you.
PERFORMANCE MGT TECHNIQUES:
a) Financial Performance Metrics
Most French companies belong to an industry which have remained very basic in their
PMS, and are highly dependent on day-to-day operations.
Such a method applies & attracts low to average skilled employees, where the
Performance Metrics are considered basic, commonly understood and are a well tested
way to manage performance because they have the ability to produce information which
is easily understandable by all employees.
They also use non financial metrics like retention, training and they also focuses on customer
surveys and customer complaints which is customer oriented.