Performance Management in Organizations:

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Business Finance

Performance Management in Organizations:

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Performance Management in Organizations:

KS Cleaners is a small company that provides several services to its customers: dry cleaning of clothes, laundry, ironing, and some clothing repair work. KSC specializes in low-cost volume, promising that dry cleaning will be returned to its customers the day after it is turned in. The charge is $1.50 for each item dry-cleaned. There is an extra charge for ironing, although ironing is usually not necessary because the items are placed on clothes hangers immediately after they are removed from the dryers. Laundry is $1.00 per item, with an extra charge for ironing if desired. Clothing repair, such as hemming, replacement of buttons and zippers, and so on, is charged by the hour.

In addition to Kevin, the owner and manager, there are eight employees: two dry cleaners, a seamstress, and five general duty employees who rotate where they are needed among front counter customer service and sorting clothes, loading the machines, removing clothes from machines, folding or hanging up the items, and preparing them for pickup. Kevin has found that he can hire teenagers for the general duty positions because these duties don't require much training. The company needs employees who are focused on customer satisfaction and quick turnaround. When there are slow times, however, these high school students often work on homework or socialize, which is acceptable behavior as long as the work gets done and the customers are happy.

Pay ranges from minimum wage for the general duty employees to $15 per hour for the dry cleaners. The seamstress is paid on a negotiated piecework basis, depending on the complexity of the task.

This shop has been doing so well that Kevin is thinking about opening another shop. He has done some research and realizes that he will need to formalize procedures that, heretofore, he has run almost by instinct. A new manager will need to operate the new shop in a fashion that is identical to the successful way he has run his current shop. Although he dreads the process, he recognizes that it is time to document procedures and to formalize job descriptions. He has hired you to help him to develop a formal performance management process.

(Minimum of 600 words for each question, this excludes the reference section at the bottom from your word count. You are also required to use a minimum of FOUR scholarly external sources references. Use proper APA guidelines, you only have to make reference to the author and year of publication in your in-text reference, but APA guidelines encourage you to also provide the page number.

1. In the context of KS Cleaners, critically evaluate the availability of any prerequisites to implementing a performance management process. (600 word minimum)

2. Discuss your plans for developing formal job descriptions for the employees at the second shop. (600 word minimum)

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Performance Management in Organizations: KS Cleaners is a small company that provides several services to its customers: dry cleaning of clothes, laundry, ironing, and some clothing repair work. KSC specializes in low-cost volume, promising that dry cleaning will be returned to its customers the day after it is turned in. The charge is $1.50 for each item dry-cleaned. There is an extra charge for ironing, although ironing is usually not necessary because the items are placed on clothes hangers immediately after they are removed from the dryers. Laundry is $1.00 per item, with an extra charge for ironing if desired. Clothing repair, such as hemming, replacement of buttons and zippers, and so on, is charged by the hour. In addition to Kevin, the owner and manager, there are eight employees: two dry cleaners, a seamstress, and five general duty employees who rotate where they are needed among front counter customer service and sorting clothes, loading the machines, removing clothes from machines, folding or hanging up the items, and preparing them for pickup. Kevin has found that he can hire teenagers for the general duty positions because these duties don't require much training. The company needs employees who are focused on customer satisfaction and quick turnaround. When there are slow times, however, these high school students often work on homework or socialize, which is acceptable behavior as long as the work gets done and the customers are happy. Pay ranges from minimum wage for the general duty employees to $15 per hour for the dry cleaners. The seamstress is paid on a negotiated piecework basis, depending on the complexity of the task. This shop has been doing so well that Kevin is thinking about opening another shop. He has done some research and realizes that he will need to formalize procedures that, heretofore, he has run almost by instinct. A new manager will need to operate the new shop in a fashion that is identical to the successful way he has run his current shop. Although he dreads the process, he recognizes that it is time to document procedures and to formalize job descriptions. He has hired you to help him to develop a formal performance management process. (Minimum of 600 words for each question, this excludes the reference section at the bottom from your word count. You are also required to use a minimum of FOUR scholarly external sources references. Use proper APA guidelines, you only have to make reference to the author and year of publication in your in-text reference, but APA guidelines encourage you to also provide the page number. 1. In the context of KS Cleaners, critically evaluate the availability of any prerequisites to implementing a performance management process. (600 word minimum) 2. Discuss your plans for developing formal job descriptions for the employees at the second shop. (600 word minimum)
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Explanation & Answer

Attached.

Running head: PERFORMANCE MANAGEMNT PROCESS

Performance Management Process
Name
Instructor
Institutional Affiliation
Date

1

PERFORMANCE MANAGEMNT PROCESS

2

Discussion
In the context of KS Cleaners, critically evaluate the availability of any prerequisites to
implementing a performance management process
Performance management process is the way through which an organization put in place
structures or environment that enables employees to feel motivated and work hard to meet
organizational goals in a more effective and efficient manner. The process usually involves goal
setting or target, performance evaluation, and reward.
Prerequisites to implementing a performance management process
For performance management process to function effectively, certain prerequisites are
necessary and include the following;
Commitment and Support
Commitment and support more so by the top organ of the organization is very essential in
making sure that the performance management process is up and actively running. A committed
and supportive organization will definitely provide a good platform to enable employees to do
their jobs perfectly. Any support that may be needed by the employees to enable them to work
well will be easily provided by the organization as well as creating an enabling environment at
work that will motivate the workers. The implementation process can only work well if it has the
blessings of the company’s management. The SK Cleaners management led by Kevin should
lead by example to the rest of the employees by showing their commitment and offering
necessary support to ensure this process works for them (Valmohammadi, 2015).
Organizational goals and objectives

PERFORMANCE MANAGEMNT PROCESS

3

Another factor to consider while implementing the performance management process is
the company goals and objectives. The company’s vision, mission, and objectives should be
clear and well understood by all the employees to ensure they do due diligence in discharging
their duties. The main aim of this manageme...


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