SM is a leading designer and manufacturer of subsystems for original equipment manufacturers. Its mission is to develop high-quality products, foster technical expertise, streamline time to market, and provide excellent customer service. SM's performance management system involves setting goals, assessing performance, and reviewing assessments with employees and managers. If performance declines, employees are issued new plans with coaching, and if it exceeds expectations, bonuses are given.

1. Performance Management of SMA High Technology Company By Cassandra Sailes

2. Company DescriptionSM is a leading independent designer, manufacturer and supplier of value added subsystems to original equipment manufacturers, or OEMs. Our subsystem products include memory modules, embedded computing subsystems and thin film transistor - liquid crystal display, or TFT-LCD, products which we offer to customers worldwide. Our success is derived from a customer-focused approach characterized by a commitment to quality, advanced technical expertise, fast time-to-market, build-to-order flexibility and high quality customer service.

3. Mission Statement"The leadership of SM Technologies is committed to developing and delivering high-quality products, fostering advanced technical expertise, streamlining time to market, and providing unparalleled customer service."- President & CEO, Director

4. The Strategic Link“developing and delivering high-quality products”Works hard to keep and recruit top engineers.“fostering advanced technical expertise”Supports educational development and offers tuition reimbursements.“streamlining time to market”Outsources for best and fastest production needs.“unparalleled customer service”Rigorous training of sales and customer service employees.

5. Performance Management System

6. “A new performance plan, or goal reconstruction is issued”The SM performance management policy is in effect and employees are expected to perform at a certain level.If performance level declines, they are issued a warning and a new performance plan that includes frequent coaching meetings.If performance level exceeds expectations, bonuses are issued.

7. “Informal meeting with managers and employees “After managers make an assessments of the goals of the company, they make changes to goals as necessary to meet demands. Employees and managers meet to debrief and exchange ideas about goal additions or reductions.Goals and standards that are expected to meet are fully explained and agreed upon.

8. “Set formal appraisal goals”After informal discussions of expectations, long and short term goals are formally documented on their appraisal form by the manager.All goals are to have a specific goal to accomplish within a specific time frame.An example:“By August 7 set up a series of dealer visits for the two of us to be completed by August 31. Each visit should be summarized as to purpose, goal and desired outcome.”

9. “Employee performance execution”During employee execution, managers are expected to pay attention to employee behaviors and results.

10. “Employee performance assessment”Employee performance and results are documented for discussion purposes and carried over to next quarter’s appraisal goals.Goals that are not met are discussed with the employee in the form of a warning. Then a new performance plan is issued.An Example: “You failed to meet the criteria you established in your plan to me at our meeting on August 15. You must be in compliance with that plan by September 30 and continue to be in compliance for the remainder of the year.”

11. “Review of assessment with employee and manager”Employees and managers meet to discuss any inconsistencies with the goals set and met.Employees are allowed the opportunity to contest or agree with what is written in their formal appraisal form. Employees and managers sign the performance review as proof of receipt.

12. What is ReviewedBehaviors ProductivityJob KnowledgeQuality of workPlanning and OrganizationCommunicationInitiativeAttendanceObjective resultsReview.pdf

13. Role/Aim

14. Ideal ContributionsMotivation to performSelf-Esteem increase Managers gain insight about subordinates Definition of job and criteria are clarified Self –insight and development are enhanced Administrative actions are more fair and appropriate Organizational goals are made clearEmployees become more competent Better protection from lawsuits Better and timely differentiation between good and poor performers Supervisors views of performance are communicated more clearly Organizational change is facilitated, culture maintained.Motivation, commitment and intentions to stay in the organization are enhanced

15. Actual ContributionsMotivation to performAdministrative actions are more fair and appropriate Organizational goals are made clearBetter protection from lawsuits Better and timely differentiation between good and poor performers Supervisors views of performance are communicated more clearly Organizational change is facilitated, culture maintained.Motivation, commitment and intentions to stay in the organization are enhanced

16. Performance System

22. SourcesAguinis, H. (2009). Performance management. (2nded). New Jersey: Pearson Education.Becker, B. E., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy and performance. Boston, Mass.: Harvard Business School Press.Swan, W. S. (1991). How to do a superior performance appraisal. New York: John Wiley & Sons, Inc.