Performance Mangament System

User Generated

oejal32479

Business Finance

Description

Performance Management System

Chapter 8-Case Study 2-Performance Management System Helps Freeport-McMoRan Switch Strategic Gears

Answer the following questions:

  • Why did Freeport-McMoRan need a performance management system? How might it have helped the company adjust its strategy?
  • Do you think a pen-and-paper performance management system could have been as effective as the web-based system Freeport-McMoRan adopted? Why or why not?

The following requirements must be met:

  • Write between 1,000 – 1,500 words using Microsoft Word in APA 6th edition style.
  • Use an appropriate number of references to support your position, and defend your arguments. The following are examples of primary and secondary sources that may be used, and non-credible and opinion based sources that may not be used.
    1. Primary sources such as government websites (United States Department of Labor - Bureau of Labor Statistics, United States Census Bureau, The World Bank), peer reviewed and scholarly journals in EBSCOhost (Grantham University Online Library) and Google Scholar.
    2. Secondary and credible sources such as CNN Money, The Wall Street Journal, trade journals, and publications in EBSCOhost (Grantham University Online Library).
    3. Non-credible and opinion based sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. should not be used.
  • Cite all reference material (data, dates, graphs, quotes, paraphrased statements, information, etc.) in the paper and list each source on a reference page using APA style. An overview of APA 6th edition in-text citations, formatting, reference list, and style is provided here.

Unformatted Attachment Preview

Case Study 2 Performance Management System Helps Freeport-McMoRan Switch Strategic Gears What do you do when your organization needs to completely turn around its strategy due to a changing marketplace or for competitive reasons? Situations such as these are common in today’s fast-paced business environment. How does a firm manage drastic changes like this? A good performance management system can help. Freeport-McMoRan Copper & Gold is a case in point. The company, which is based in Phoenix, is the second-largest copper mining company in the world. It employs approximately 35,000 workers and has mining operations that span five different continents. But it wasn’t a poor market condition that caused Freeport-McMoRan to shift gears. It was a booming one. During much of the 1990s and 2000s, the price of copper was low—only about 75 cents per pound-making mining less profitable than it had been in the past. However, after the price of coper jumped sharply upward and hit $4.50 a pound. FreeportMcMoRan realized it needed to change its strategy-and fast. It needed a ramp up production and invest in new people and equipment in order to mine as much copper as possible while its price was high. The question became how to implement the change. Compounding the task was the face that each mine was run separately. The firm’s top managers did not even now how its employees were organized at the separate mines, let alone what their goals were or the metrics they were expected to achieve. The company had also acquired a rival mining company twice its site-Phelps Dodge which made coordinating the performance of its people and operations even more difficult. In 2013, Freeport-McMoRan went to into completely new line of business-oil and gas-making the coordination even more difficult. To align the goals of everyone in the company and get all of it various mines performing at top capacity, Freeport-McMoRan needed a new performance management system. The system would hopefully enable the company to quickly implement and monitor the changes needed, while giving it the agility to change strategies again if or when the price of copper dropped. Many of the employees who work in its mines and oilfields do not use computers regularly on the job, so Freeport-McMoRan needed a system that was easy to use. For this reason, the company adopted a web-based performance management system that employees could use at home. Initially, the firm rolled out the system to 500 employees as a pilot program. When it proved to be successful, the entire company began to use the system. The software keeps everyone in an organization focused on a company’s most important goals, which can have a strong impact on the firm’s financial performance. It also helps organizations measure the contributions of its employees and to nurture, motivate, and reward employees based on their achievements. “Managers need reliable real-time data and pragmatic e-tools to measure, identify, analyze, and understand their organization’s people capability and what capability is needed to compete in the future,” explains Jonathon Hogg, with PA Consulting Group, an IT and management consulting firm. The performance system, along with the company’s strategic move into oil and gas seem to be working for Freeport-McMoRan. In 2013, the company posted a 19 percent return to shareholders, despite copper prices plummeting again.
Purchase answer to see full attachment
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 System

Performance Management System
Instructor name
Submitted by
Date

Performance Management System

2

Performance management is a system by which managers and employees collaborate to arrange,
screen and survey a worker's work goals and general commitment to the association. More than
only a yearly performance survey, performance management is the consistent procedure of
setting targets, evaluating progress and giving on-going guiding and criticism to guarantee that
employees are meeting their destinations and job objectives. Performance Management systems
empower you to track and screen the performance of individual employees, offices, and the
association general. These systems are regularly in view of hierarchical and employment
particular abilities which should be acquired for fruitful occupation performance. The parts
incorporated into Performance Management systems include:
1.

Lists of Accomplishments

2.

Goals and Objectives

3.

Results from 360-Degree Feedback Processes

4.

Supervisor Ratings

5.

Individual Development Plans

The crucial objective of performance management is to advance and enhance representative
adequacy. It is a nonstop procedure where managers and employees cooperate to arrange, screen
and survey a worker's work targets or objectives and his or her general commitment to the
association. (“Performance Management Systems”, n.d.)
Why did Freeport-McMoRan need a performance management system? How might it have
helped the company adjust its strategy?
...


Anonymous
Just the thing I needed, saved me a lot of time.

Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4

Related Tags