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The document discusses the evolution of performance management systems in organizations. It describes how systems have moved from being rank-focused to being more development-focused, with activities like goal setting, continuous feedback, and employee development programs. It outlines some of the key phases performance management has gone through, from annual confidential reports to becoming more participative, target-based, and emphasizing performance planning and improvement. Examples are given of companies like Google, Accenture, and Cargill that have adopted more modern, continuous feedback-based approaches rather than annual reviews. The conclusion states that future performance management will include more feedback and development to help employees improve.
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Hoshin Kanri is a step-by-step planning, implementation, and review process developed in Japan based on Management by Objectives and the PDCA cycle. It helps organizations focus efforts and achieve results by communicating company policy throughout the organization. After World War II, Japan used Hoshin Kanri as a key part of rebuilding its economy without rebuilding its military. The process involves top management setting annual visions and policies, then cascading them down levels of the organization to define strategies and action plans. Regular reviews ensure progress, identify problems, and initiate corrective actions.
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Volume 1 – Change Management Fables
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This document provides an overview of organizational development (OD). It defines OD and discusses its goals, processes, strategies and interventions. The key points are:
OD aims to improve organizational effectiveness and individual well-being through a systematic, planned approach using behavioral science. It involves diagnosing issues, collecting data, providing feedback, planning and implementing interventions. Common interventions discussed include team building, process consultation, surveys and training.
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This quality management is needed for the companies to ensure that their products are quality and standards and satisfied their customers. It is also needed to ensure that the end products meet the required standards. Development and change were done in 1940’s by experts and industry leaders and this was the start of Total Quality Management. This system is needed to change the focus from inspecting the end product to preventing final product problems by detecting on the production line.
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According to Naidu el at, (2006) there are various directions that companies can adopt in terms of strategic quality management but the following two are more specific. These include; adopting the direction of threshold capabilities which are required for the requirements of the completion in a market. In order to achieve competitive advantage, there is need to develop strategic capabilities which the competitors cannot obtain. This can be achieved through the resources that the company has and which are unique.
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This is another strategic direction that the company can adopt this so as to focus and prioritize the efforts and the implementation of a plan. The company can use this direction to anticipate and predict changes and the position the company to act. The company has to quality which is a top priority for all in the company.
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The document outlines 8 principles of total quality management (TQM): 1) Leadership, 2) Customer Focus, 3) Process Approach, 4) Involvement of People, 5) System Approach, 6) Continuous Improvement, 7) Factual Approach to Decision Making, and 8) Mutually Beneficial Supplier Relationships. For each principle, steps for application are provided, such as establishing shared values, understanding customer needs, defining processes, involving people at all levels, recognizing improvements, and creating mutually beneficial relationships with suppliers. The principles are meant to guide organizations in achieving objectives and meeting customer expectations through a systematic approach.
Jurans triology ppt
The document summarizes Joseph M. Juran's quality management trilogy. The trilogy involves three processes: quality planning, quality control, and quality improvement. Quality planning establishes goals and processes to meet customer needs. Quality control evaluates performance against goals and acts on differences. Quality improvement identifies and implements projects to diagnose and remedy issues and sustain gains. The trilogy provides a framework for organizations to continuously improve quality and business results through better understanding the relationships between planning, controlling, and improving processes.
The 5 types of business transformation
The performances & activities of all businesses are affected significantly due to various aspects. It becomes essential for companies to seek constant business transformation to overcome competition. Each transformation is said to be determined by the content, context, participants, process & the effects. Such transformation is crucial for any business to survive & succeed in the ever-increasing competitive world.
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Janice's training approach at Orient West's Airline lacked focus on customer satisfaction and skills development, leading to lost market position and Janice's termination. A more systematic approach is recommended, including analyzing training needs, designing and implementing training, and evaluating results. Management is responsible for quality policies, objectives, competence, resources, and continual improvement. Critiques of May identified issues with the firing decision process and potential need for systemic changes.
Lecture of TQM
The document outlines the principles of the Deming Philosophy for quality management. It discusses creating aims and purposes, learning the philosophy, understanding inspection, improving processes continuously, instituting training and leadership. It also covers driving out fear, optimizing team efforts, eliminating quotas and exhortations, removing barriers to work, and encouraging education. The role of TQM leaders is described as being responsible for quality improvement and ensuring decisions align with quality statements. TQM implementation begins with senior managers and includes forming a quality council, training everyone, and having the council decide quality improvement projects. The document also discusses quality statements, strategic planning, and setting strategic quality goals and objectives.
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Based on Low & Ong, (2014) the history of quality management is traced back to middle ages in which the work of apprentices and journeymen were inspected and assessed to make sure that they met quality standards in all factors of the final product so as to ensure that buyers are satisfied. It has pass through several changes but it has maintained its goals. It started to work in 1920’s and its focus was on the final product in which the statistical theory was applied for the first time to product quality control. The inspections on product quality control was done, this include examining, measuring and testing the processes, products against specific requirements to ensure every element met standards and guidelines. During the late 1970s and early 1970s Western Europe and North America were facing stiff competition from Japan and the United Kingdom a net importer of final products. The firms started to reexamine the quality control techniques and how the Japanese have been successfully employed them and at this point the quality management control was employed in most parts.
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3) Training managers and employees on the system motivates better performance and retention by developing skills and making employees feel valued.
HR Prospective.pptx
The document discusses continuous performance management as an alternative to traditional annual performance reviews. It defines continuous performance management as an ongoing process of setting near-term objectives, regular check-ins, and real-time feedback throughout the year. The document provides reasons why continuous performance management is better suited for modern fast-paced businesses, including that it promotes agility, employee empowerment, and transparent dialogue. Examples are given of companies like Adobe and Cargill that have successfully transitioned to continuous performance management models. Benefits cited include improved employee performance, development, and retention.
PMS of reliance industries limited.pptx
The document discusses the performance management system (PMS) used by Reliance Industries. The PMS aims to assess employee performance against goals and identify supportive culture. It includes components like performance planning, monitoring, evaluation, improvement, and rewards. The implementation involves designing the PMS, communicating it, setting goals, providing feedback, appraisals, improvement plans, and career development. While the PMS aligns performance with objectives, it has some limitations like forced distribution and potential biases. The performance management cycle includes goal setting, planning, reviews, appraisals, development, and renewal.
Performance Management- Guest Lecture
The document discusses an integrated performance management system (I-PMS) as an alternative to traditional performance appraisal systems. An I-PMS links strategic objectives, core business strategies, critical success factors, and key performance indicators. The conceptual design phase involves gaining senior management support, creating implementation teams, and developing a performance model. In the detailed design phase, specific key performance indicators are identified and a scoreboard is designed. Ongoing support ensures continuous improvement through evaluation and updating of indicators. An I-PMS provides benefits like identifying performance drivers and facilitating continuous improvement.
Performance management
Performance management for the Organisation or any business setting, that can support for the companies their way of improvement
6. PMS ppt NEW.pdf
This document provides information about the performance management course for the MBA IV semester at the Institute of Aeronautical Engineering. It includes 10 course outcomes that describe what students will understand, illustrate, examine, demonstrate, analyze, state, and express by the end of the course. It also lists the units that will be covered: performance management and reward systems, performance measurement, performance management skills, and reward systems. The document provides definitions and descriptions of key concepts that will be covered in each unit such as performance management, measurement approaches, appraisal methods, 360 degree feedback, and coaching.
Rising Economic Power of Quality
It is long but page 10 Key Findings and page 40-41 Action Items gives great information and conclusions of their study of companies using LSS. HP should take notice to gain insight.
Those who like data, there is several charts and tables of data comparisons for you to dig into deeper understanding. Enjoy!
MBA-performance-management-PPT.pptx
This document provides an overview of performance management. It defines performance management as an ongoing process where supervisors and employees work together to plan, monitor, and review work objectives, goals, and professional development. The performance management cycle includes planning goals, monitoring performance, developing employees, rating performance, and rewarding good performance. Benefits include improved performance, clarity of standards, and increased objectivity. Issues include legal risks, untrained raters, and rater errors. Effective performance management software allows for customization, transparency, objectivity, and frequent feedback.
MBA-performance-management-PPT11111.pptx
This document discusses performance management. It defines performance management as an ongoing process where supervisors and employees work together to plan, monitor, and review work objectives, goals, and professional development. The performance management cycle includes planning goals, monitoring performance, developing employees, rating performance, and rewarding good performance. Benefits include improved performance and communication, while issues include legal concerns and rater errors. Effective performance management software allows for customization, transparency, objectivity, and frequent feedback.
Strategic Performance Management
Strategic performance management involves aligning employee performance with organizational goals. It is a proactive partnership between employees and management. Performance management helps improve individual and team performance to deliver sustained organizational success. Strategic performance management provides frameworks and indicators to help formulate strategy, allow strategic insights, and inform strategic decision making. Key frameworks include the balanced scorecard and performance prism. Performance indicators should be relevant, clearly defined, and drive progress toward objectives. Targets provide measurable marks of achievement aligned with objectives. Strategic performance management is crucial for effective organizational development and growth.
Enterprise performance-management
The document provides an overview of enterprise performance management (EPM) methodology in 6 steps: 1) Develop an enterprise strategy, 2) Objectively map the organization, 3) Identify improvement opportunities and key performance indicators (KPIs), 4) Develop an objective and relevant scorecard, 5) Implement outcome-based change management, and 6) Measure the results and continue to refine. EPM focuses on improving organizational performance through strategic planning, objective analysis of processes and costs, identifying opportunities for enhancement, tracking progress with scorecards, managing changes, and assessing outcomes. The goal is to empower leadership to make fact-based decisions to optimize performance.
Performance measures
The world economy has evolved in the past two decades. New business drivers has come into existence and brought new factors to business development. The business can be divided into three categories; the traditional business, the partial e-business, and the full e-business. The rapid development in information technology and communication has made a direct influence on business nature. Some companies have shifted towards the e-commerce strongly, and some preferred to have the “click and mortar” form of companies which are now taking the popularity and biggest share of the market. Performance gain importance as business evolves and has become the tool to measure success or failure of business. In the following lines we discuss the different definitions of performance measurement, performance management methodology, and performance management guideline approach.
Steps to a successful performance management implementation
1. Performance management is the systematic process of involving employees in improving organizational effectiveness through planning work, monitoring performance, developing skills, providing feedback, and rewarding good performance.
2. Key aspects of performance management include setting expectations and goals during planning, continually monitoring performance against standards, identifying developmental needs, periodically summarizing performance in ratings, and using rewards to recognize good performance.
3. An effective performance management process improves employee performance by aligning individual efforts with organizational objectives, providing ongoing feedback, and strengthening skills through training and developmental opportunities.
THE CONCEPT AND THE MEANING OF PERFORMANCE MANAGEMENT
Performance management is of paramount importance for organizations, serving as a comprehensive strategy to align individual and team efforts with overarching business goals. By setting clear expectations and providing regular feedback, performance management enhances productivity and efficiency. Moreover, it plays a pivotal role in employee development, offering insights into strengths and areas for improvement, thereby enabling personalized growth plans.
Kathy Powers Resume 102016
Kathy Powers is a project management director with experience facilitating senior management reorganization projects, aligning business processes to strategies, and establishing performance plans, saving $25.5M over 3 years. She has led various customer service teams, identified areas for improvement, and provided coaching to achieve goals. She is looking for an organization where she can be challenged and utilize her skills and knowledge.
Paper on-balance-scorecard1
This document discusses the balanced scorecard (BSC) approach to measuring organizational performance. It provides background on BSC, noting that it integrates financial and non-financial metrics to help organizations translate strategy into tangible objectives. The document then outlines the typical phases of BSC implementation, including strategy synthesis, measure synthesis, technical implementation, organizational integration, technical integration, and ongoing operation. It also discusses linking department-level BSCs to the overall organizational BSC and strategy. Finally, the document reviews prior literature on BSC and performance measurement.
Strategic quality management
This document discusses strategic quality management. It explains that a strategic approach to quality is needed because organizations face many challenges from customers, legislation, technology, and competition. It states that quality should play a strategic role in achieving performance dominance in economic, commercial image, productivity, staff participation and motivation, customer satisfaction, and competition. The document also discusses the core concepts of strategic quality management, including customer focus, leadership, continuous improvement, strategic quality planning, design quality and prevention, people participation, and fact-based management.
PMS.pptx
The document discusses a study on the parameters influencing the achievement and failure of performance management systems in the manufacturing industry. The study identified factors like HRD interventions, effective feedback systems, attainment of organizational goals, adequate time, and effective appraisal ratings as influencing the success of performance management systems. A survey of 153 employees from 5 manufacturing companies found a significant effect of these factors on performance management systems. The study concludes that addressing these factors can help manufacturing organizations implement effective performance management.
Indukaka ipcowala instiutute of management
The report discusses performance management and defines it as a strategic approach to improving employee and organizational performance. It outlines the key aspects of an effective performance management process including setting clear expectations, regularly monitoring performance, providing feedback, evaluating results, and rewarding good performance. The goals of performance management are to increase communication, clarify goals and responsibilities, identify and address performance issues, and provide the basis for personnel decisions. An effective performance management system that engages employees can help an organization achieve its long-term and short-term goals.
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Steps to a successful performance management implementation
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THE CONCEPT AND THE MEANING OF PERFORMANCE MANAGEMENT
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Business plan
- 1. Presented By- Divyanka Bansal (19DM067) Garima Singh(19DM070) Harshika Sahdev(19DM078) Kanika Sethi(19DM089) Manishika Shekhawat(19DM103) Manvi Jain (19DM106)
- 2. Performance Management System in the organizations have moved from rank focused approach to development focused approach
- 3. Performance management encompasses activities such as joint goal setting, continuous progress review and frequent communication, feedback and coaching for improved performance, implementation of employee development programmes and rewarding achievements.
- 4. The term performance management gained its importance from the times when the competitive pressures in the market place started rising and the organizations felt the need of introducing a comprehensive performance management process into their system for improving the overall productivity and performance effectiveness..
- 5. During this period, Annual Confidential Reports (ACR’s)which was also known as Employee service Records were maintained for controlling the behaviors of the employees and these reports provided substantial information on the performance of the employees. The key hallmark of this phase was that whatever adverse remarks were incorporated in the performance reports were communicated to the employees so that they could take corrective actions for overcoming such deficiencies In this phase the term ACR was replaced by performance appraisal One of the key changes that were introduced in this stage was that the employees were permitted to describe their accomplishments in the confidential performance reports. The employees were allowed to describe their accomplishments in the self appraisal forms in the end of a year In this phase, the appraisal process was more development driven, target based (performance based), participative and open instead of being treated as a confidential process. The system focused on performance planning, review and development of an employee by following a methodical approach. This phase was characterized by maturity in approach of handling people’s issues. It was more performance driven and emphasis was on development, planning and improvement. Utmost importance was given to culture building, team appraisals and quality circles were established for assessing the improvement in the overall employee productivity.
- 7. Goal Setting Google’s performance management philosophy has always been fairly nontraditional. Formal rankings have never been a part of the company’s process. Instead, employee goal-setting has been a part of Google’s DNA since the beginning
- 8. Accenture is abandoning the annual review in exchange for a solution that’s simply more accurate. Its new model is designed to better chart the ongoing performance discussions between employees and their managers.The company is shifting focus to immediate performance development, rather than an annual forced ranking based on the past year’s metrics, and is using an internal app to help those within the organization relay feedback.
- 9. Minneapolis food producer and distributor Cargill Inc. was struggling to engage and motivate its 155,000 employees worldwide. It became a true trendsetter in 2012 when it introduced its “Everyday Performance Management” system, designed to incorporate daily encouragement and feedback into on-the-job conversations. Cargill says it’s seen measurable improvements after managers began giving constructive feedback that was forward-looking, instead of reviewing what had happened in the past.
- 10. Human capital is every business’s greatest resource. The future of performance management will include more feedback and place a greater emphasis on development. And as employees become even better at their jobs, it’s a win-win for everyone.. Thank you