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HR Performance Management Essay

One company that shows how CEO provide big impact in the company’s progress is GE, where its success was mainly brought out by its CEO’s aggressiveness to find new ways and strategies other than their main core business. The success of a company was driven by these four tasks: produce good short-term performance, regardless how the market would reacts well as its competitors, deploy resources so that organizational capabilities and improve in the medium term, align the talents and energies of all its employees, and develop and modify those objectives over the long-term so that strategy adjust to the changing business trends.

Most especially customer expectation is changing radically. In a world where markets are growing by 5% annually and the stock market is looking for 15% returns. This adds pressure since companies would expect increase on owner’s shares, where their holding period is shorter. In order to address this problem companies must start now in building a pipeline of future leader which will help in sustaining the business.

First, the company must look into best potentials in the company, and then start to assign them with projects that would measure their skills, but this needs to have guidance and assistance from

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senior executives, most especially there will be negative reaction at first. Effective mentoring and coaching will be expected from these senior managers or executives. These young managers must be evaluated based on the following important skills: planning, budgeting, performance management and compensation. And, in order to see how these internal leaders effectively perform their task, the management must provide rewards for those who excel.

Importance of Performance Management in H R Management The company vision focuses more on giving freedom to its staff on how they can effectively perform their duties for the benefit of both the company and the customer. This vision has provided a good outcome for the company since it does not prevent staff to innovate and developed a unique approach in dealing their work, as long as quality results are expected. In terms of learning, it is being done through collaborative process, which means that anybody can learn from anyone.

Key employees are able to move in a direction dictated by their learning rather than being required to adhere strictly to a formal plan. In terms of power that the company implemented that the organization is a coalition of individuals who have different beliefs, interests and information which is representative in the development department vs. the operation department the 2 groups are seeking to influence the decisions on organizational direction and source allocation towards outcome favorable of themselves. Company is encouraging by not formulating the strategy.

Company is trying to reduce the contradictions by incorporating a representative (GM of departments) from each powerful group in the decision making. It is necessary that the company negotiate the implementation of decision making with the 2 group members to facilitate the implementation. With regards to culture, the nature of decision making depends upon the prevailing culture. In our case it is mostly a risk avers culture were decisions makers seek to satisfy the shareholders without ignoring to maximize their utilities.

For Performance Management, the following issues were also encountered: • The first release was not an appropriate release, and not dealing with the different categories of employee according to type of work, (accountant is different than an engineer different than a maintenance supervisor) as if it was a cut and paste from another place. The knowledge abilities, attitude to work, quality of work, volume of productive output, interaction and communication skills were addressed but in a way doesn’t consider each type of work, and the evaluation was difficult due to the unstudied answers.

• The second released is new and prepared in a different way and did not prove its workability yet although it is still not differentiating between different employees categories. • The appraisal is a self appraisal first and discussed and agreed with the employee supervisor. • Action strategies were not seriously entertained. • The HR manager beliefs that rarely an employee should take a full score or event a very good score. After seeing my appraisal he asked me do you think you are the best architect in world, my reply was yes if you judge me based on my job assignment

Reward system, these experiences was also seen in the organization. • Was better before the appraisal created as managers where relaying on the seen performance (performance related pay) not on a mark given through an inappropriate appraisal system • Limitation to the bonus (not exceeding 2 months in anyway) against the original company policy of awarding the employees good awards as they deserve them this will affect the stability of employees in a competitive market • No clear method of ranking and job classification. This shows the detailed guidelines on how to achieve better incentive program for the

Company which focuses truly on how the true benefits of good work of its people can really provide progress and stability in the organization. (HR Recruitment, n. d. ). For Performance Management, the following are the different parts of its process. (1) Establishing Performance Goals, (2) Performance Plans, (3) Observation and Feedback, (4) Evaluating Performance, (5) Rewarding Performance, (6) Recognizing Performance Problems (“Performance Gaps”), (7) Performance Improvement / Development Plans, and lastly, (8) Firing Employees.

This only shows that performance management does not only include finding better result in the job, but also looking at the improvement path of the employee. But if the employee continues to perform below expectation it will also be the main basis for termination. (Employee Performance Management, n. d. ). Conclusion In this paper it shows that the current Federal Government actually has the initial direction of providing incentive or pay for work plan.

But as like in most of the other companies, providing a concrete and clear guideline as well as legal policy is needed to truly implement such initiative or strategy. It was also found out that incentives are definitely a good initiative or action in order to improve the company operations, most especially it service and in order to achieve this, there should be leaders and not just managers that is strong enough to provide change in the organization.


“Employee Performance Management”, Free Management Library, Retrieved n. d, from http://www.managementhelp. org/emp_perf/emp_perf. htm “HR Recruitment” Captaris, Retrieved n. d, from http://www. captaris. com/workflow/solution_scenarios/HR_Recuitment. html “Maslow’s Hierarchy of Needs. ” Wikipedia, The free Encyclopedia. Retrieved November 27, 2007, from http://en. wikipedia. org/wiki/Maslow’s_hierarchy_of_needs “United States Office of Personnel Management, Strategic and Operational Plan 2006 – 2010. ” United States Office of Personnel Management. Retrieved n. d, from http://www. opm. gov/strategicplan/2006/StrategicPlan_2006-2010. pdf

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