Continuing the Performance Management Process Essay

User Generated

jny_2_fny

Business Finance

Description

Read “Case 2-2: Performance Management at KS Cleaners” from the textbook. Answer questions #1, #2, and #3 (located at the end of the case study and also as follows).

Question #1: In the context of KSC, critically evaluate the availability of any prerequisites to implementing a performance management process.

Question #2: Discuss your plans for developing formal job descriptions for the employees at the second shop.

Question #3: Explain key features of developing performance plans for the employees. Provide examples of factors you would consider in developing such plans for the dry cleaner.

You will need to include a brief introduction of the case and critically evaluate the current situation of KSC. It is important to display adequate analysis of the case and integrate sufficient support from scholarly resources throughout the assignment. Use suitable headings and subheadings to organize the work in an appropriate manner.

Your well-written paper should meet the following requirements:

  • Be 4-5 pages in length, which does not include the title page, abstract, or required reference page, which are never a part of the content minimum requirements.
  • Use academic writing standards and APA style guidelines.
  • Support your submission with course material concepts, principles and theories from the textbook and at least two scholarly, peer-reviewed journal articles.

https://1drv.ms/u/s!Am_cajwPguBpmGDxeqmzvQC82hi_?e...


Unformatted Attachment Preview

1 Module 3: Continuing the Performance Management Process 1. Concluding the Performance Management Process In the last module, we explored the links between leaders and employees by examining the role of job analysis. You gained insights into the performance management process and considered how mission and vision statements inform individual goal development. You also explored the first three steps in the performance management process and learned how the links between the steps work together to make a complete performance management system. As we begin to explore the last steps in the process, flip through these cards to learn more about each step: 1 Performance management is an ongoing and circular process It never ends Once established in an organization, it becomes part of an organization’s culture 2 The performance management process includes five closely related components Prerequisites Performance planning Performance execution Performance assessment Performance review 2 3 The five components of the performance management process play an important role. If any of these components are implemented poorly, then the entire performance management system suffers. A performance management system is only as good as its weakest component. 4 The links between the various components must be clearly established. Performance planning needs to be closely related to performance execution. It is a futile exercise if the execution does not follow the performance plan. 5 The performance planning includes the consideration of results and behaviors as well as the development plan. A discussion of results needs to include key accountabilities, including specific objectives for each key accountability, performance standard, and competency. The development plan includes a description of areas that need improvement as well as goals to be achieved. The fourth step in performance management is performance assessment. Employees and leaders evaluate individual performance in meeting organizational objectives. This joint approach allows employees to be actively involved in the process of determining the value of their work to meet organizational objectives and helps clarify both the employees’ and leaders’ understandings of expectations (Aguinis, 2019). 3 Employees cannot meet performance expectations or organizational goals without a clear outline which makes the need to complete the prerequisites from step one even more evident. Leaders and managers should not assume that employees are clear about their goals or company objectives and should not assume that employees will come forward to ask follow-up questions when they are confused or unclear about something. A culture of openness and communication will assist with this important element of implementation. Keeping track of organizational and performance results can be accomplished with a goal-tracking software or with a chart that is shared throughout the department or organization. This communication should extend to discussions in meetings and informal interactions during the workday. Discussing goals and objectives daily is best in some situations and repeating the message will ensure that it is considered important and makes checking on progress easy, so assistance can be provided as needed (Mone, 2017). The Deloitte Global Human Capital Trends survey found that the most important trend for 2019 was related to employee learning. The recurring need to learn new skills is apparent in the current business environment. Introducing continuous learning into the organizational culture through training and development is the responsibility of the HR department. Assessment of learning further broadens the role of performance management from, “how are you doing your job?”, to “how you are continuously learning your job?” Assessment becomes more dynamic by identifying and developing new skills to remain relevant and aligned with organizational objectives (Volini et al., 2019). Watch this video to learn more about the necessity of connecting the organization’s mission with the work of its employees: https://www.youtube.com/watch?v=-0VX4m2Ys6o&feature=emb_logo The video explores how a performance management system creates a work environment that encourages staff to perform to the best of their abilities and holds every employee accountable for results. The fifth step in performance management is the performance review or appraisal. This formal process is an extension of the performance assessment process and provides employees and leaders with documented employee achievements and feedback on leader perceptions of employees’ past work. From this step, leaders and employees can determine the plan for moving forward with any necessary changes in work behavior or organizational goals to ensure alignment and goal achievement for both the individual and the organization (Aguinis, 2019). Performance appraisals have a bad reputation as not worth the time in many companies, but the appraisal process should be an opportunity for leaders and 4 managers to ensure that employees are meeting the job role and organizational requirements and help if they are not meeting the set standards. To improve the appraisal process, it needs to be reframed as a learning process and managers need to be trained to handle this well. The Deloitte 2019 Global Human Capital Trends survey points to a need for meaningful work and the appraisal process is the perfect opportunity to improve the employee experience. When the appraisal process is finished, employees see how their work impacts the organizational outcomes and a system view of shared meaning can be reintroduced to work. Assessment is also related to reward systems and when a clear appraisal is made of performance, and then rewards can be appropriately given for the value created (Volini et al., 2019). An appraisal, when done well, will fortify the individuals and the organization. 2. Leading the Performance Management Process It is important for leaders to oversee the creation and implementation of the performance management system. Leaders have the responsibility to provide resources and modify organizational goals and strategy. They are also responsible for providing the support and motivation that employees seek to help them meet organizational needs. Sharing of information between workers and leaders encourages efficiency as well as satisfaction when goals are attained. Review this table to learn more about the five components of the performance management process. 5 (Aguinis, 2019) Watch this video to explore the relationship between performance management and employee behavior and attitudes: https://www.youtube.com/watch?v=QABiQevlKkk&feature=emb_logo Performance management involves two related activities: evaluating the performance of your employees against the standards set for them, and helping them develop action plans to improve their performance. Performance management systems can be a big investment in both time and money and many companies use thousands of staff hours to set annual performance goals, complete evaluations, and conduct formal appraisals annually. In addition, some companies use technology systems to systematize these processes, which adds even more expense. Leaders know that performance management is needed to align performance with strategic goals, but employees and managers can feel that it is a waste of time. One of the reasons that performance management systems fail is that they confuse many of the HR functions with the task of performance management. Performance is the foundation of the organization and its functions. So, it is easy to see how defining the lines of where performance management begins, and ends, is challenging. Leaders need to return to the strategic management process as the starting point and guide. Strategy informs organizational objectives. These objectives may include a need to hire, which involves recruiting, an HR process, but hiring and interviewing will frequently extend into the applicable department where the employee will work. Performance management is not limited to HR. HR typically develops the appraisal process and performs the administrative function of prompting the review, but department managers typically conduct the reviews for their own staff members. As the process moves between departments, it is easy to lose sight of the strategic foundations that guide the process. It is this disconnect between performance and strategy that leads to outcomes that serve fundamentally different interests resulting in failed performance management systems. The development of the performance management system must be founded on rules of good behavioral science measurement. This considers that totally different measures, assessments, and systems are required for different departments, units, and individuals, yet most performance management systems try to meet all purposes with a single approach. Leading performance management means critically looking at the existing system to see if it delivers the expected results. Organizations may delay in changing their 6 current approaches, dreading the need to change even though the systems are broken. Consider a situation in which a company’s performance management system is already judged poorly and that it has negatively impacted morale. Now consider how difficult it will be to convince employees, managers, and other stakeholders that changing the system is a good idea. However, organizations are always seeking performance improvements, and without a well-designed performance management approach, they will miss the opportunity to help employees perform to their potential. It is a complex system, but research supports that good practices benefit alignment of individual actions to organizational strategy and results (Dorsey & Mueller-Hanson, 2018; Mone, 2017). Think about a recent performance review you’ve had in the workplace. Did it include the components you’ve been learning about? Did it align with the organization’s mission and vision? 3. Productive Performance Reviews A clear understanding of the performance management system with a focus on linking the process steps will support the strength of the system. Fundamentally, a good performance management system will have similarities to other methods, but each system will differ from organization to organization. Click through these tabs to review some guidelines for promoting a productive review process: Interactions: • • • • Interact with the employee on a regular basis to discuss both positive and negative concerns. The performance review should not be full of surprises for either party. No new information should be introduced, unless it recently happened and there has been no time for prior discussion. Regular feedback is a valuable performance indicator and some organizations have quarterly meetings, but determining the right approach to performance review timing will depend on the size of the organization and other proprietary issues. Transparency: • • • The format should reflect a thorough job analysis and align with organizational goals. Sharing how your organization will assess performance can align employee thinking and actions with the organizational mission. Feedback from the employee, supervisors, and coworkers can also support a productive appraisal meeting. 7 Feedback: • • • • • • • Feedback increases the performance information available to both you and the employee. Sharing feedback and allowing the employee to digest the contents of the feedback can improve the discussion and reduce stress. Remember to focus on positive feedback. Practice how to deliver negative feedback; poorly delivered feedback generally doesn’t result in an improvement. The majority of the discussion should consist of positive feedback and a focus on continued growth. No employee’s performance should be completely negative, as regular discussions should address any problematic employees in actual time, rather than waiting for the appraisal meeting. If an employee is underperforming, speak directly and clearly address the issues to ensure the employee understands the seriousness of the situation. If the intention is to improve the situation, you should be comfortable with a direct approach aimed at improvement. The skills required by leaders and managers to be capable and motivated to use the performance management system effectively should be examined. Experience in conducting performance reviews will vary and previously negative experiences with this process may impact the success of those involved in the appraisal. Productive performance reviews rely on individuals believing the appraisal is important and a company’s commitment to training supports this belief. One of the areas that have been the most beneficial for productive performance reviews for both managers and employees is learning how to provide and receive feedback effectively. Feedback will increase the performance review process and can even be provided prior to the review so the employee can consider the feedback before the meeting. This can improve the discussion and reduce stress. Focusing on the positive and learning how to deliver negative feedback will improve the process and can lead to improved performance. An overall healthy organizational culture will have an impact on the productivity of the performance appraisal. Encouragement and confidence in the ability to improve are needed to support productive reviews. An appraisal meeting is about clear communications that align individual goals with organizational goals and this message should be clear (Mone, 2017). A formal training process for those who conduct performance reviews can be an effective tool in promoting a successful process.
Purchase answer to see full attachment
Explanation & Answer:
4 pages
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer

Attached.

Running head: PERFORMANCE MANAGEMENT AT KS CLEANERS

Performance Management at KS Cleaners
Student’s Name
Institution
Year

1

PERFORMANCE MANAGEMENT AT KS CLEANERS

2

Abstract
This paper will seek to answer three major questions, which will involve an evaluation of
the prerequisites of the performance management process, the features of developing
performance plans and also the plans for developing formal job descriptions at the KS cleaners.
After an evaluation of the prerequisites of the performance management, none of the two
prerequisites of the knowledge of the mission and strategic goals and also the knowledge of the
jobs, none of the two prerequisites seem to be in place at KS Cleaners. On the other hand, some
of the plans of developing formal job descriptions at the new shop being opened would include
investing in the prerequisites, performing job analysis, establish the various job functions and
organizing the related data and finally compare the gained information against the information of
these jobs found online. Conclusively, the last part of this paper highlights the critical features in
developing performance plans, which include strategic objectives, the key competencies,
performance standards and also the expected results. With this knowledge and information, the
overall performance management process would be improved, thus increasing the company's
competitiveness and output of employees.

PERFORMANCE MANAGEMENT AT KS CLEANERS

3

Performance Management at KS Cleaners
The performance management process is quite complicated and thus, there is a need for
not only employees to collaborate with leaders when it is being conducted. Apart from ensuring
that there are links between the various components of the performance management process, it
is vital to ensure that the most crucial components of the latter process are in place to ensure that
it is successful. As for KS Cleaners (KSC), which specializes in low-cost volume and promising
that dry cleaning will be r...


Anonymous
Goes above and beyond expectations!

Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4

Related Tags