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Performance Management Systems

The following literature sources may be used as focal point for adoption of an effective performance management system at Environmental Waste Management in terms of human resource management. The variables in this study are focused on performance management systems, corporate social responsibility in terms of professional commitment to environmental waste management systems and management control systems for as long as it applies to the strategic intent of the firm: Part I. Husted, BW & Allen, DB 2007.

Corporate social strategy in Multicultural enterprises: Antecedents and Value creation. Journal of Business Ethics 74=345-361 DOI 10. 1007, s10551-0079511-4 This paper underscores the findings that positive corporate social responsibility (CSR) can be linked to improved financial performance of an organization. Likewise, such performance is equally linked to the composite enhanced performance of the human capital manning the organization under a participatory relationship and where key executive are made to exercise discretion based on employee commitment.

Here, findings indicate that importance given to outcomes, including performance outcomes, precede a workable social strategy that assumes appropriate measures undertaken to sustain workforce performance. The relative importance of this literature is its operating environment of success that includes adoption of CSR projects under a multicultural setting. Thus, the performance

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management system adopted here is conceptualized and channeled through a social strategy linking enhanced and motivated participation to predicted and targeted performance outcomes.

Kirkpatrick DL, 2006. Improving employee performance through appraisal and coaching. 2nd edition, New York, American Management Association. This book suggests enhancement to existing performance management systems through expectation clarification under goal-setting routines, self-appraisal in addition to a distinct approach to the traditional performance appraisal, conduct of appraisal interview, conducting a performance improvement plan and providing on-the-job coaching.

Further, this document cites cases that illustrate the philosophy, principles and approaches adopted by a number of firms towards realizing why some performance management programs do not work. The author cites five requirements for an effective performance management and review programs: organizational fit of the program, communications, acceptability to both evaluate and evaluator, proper training for reviewers and managers, establishment of controls of what managers expects and inspects.

Sandler, C & Keefe, J 2005. Performance appraisals that work. Avon, MA, Adams Media, a F + W Publications. This book strongly advocates a performance evaluation with a purpose considering that the system deals with people and not machines. The cost of hiring, training, supervising and evaluating human beings are tremendous enough to merit a dynamic measurement and performance management systems that is considered fair and sensitive to the needs of the human capital.

The author strongly provides insights on conducting the evaluation with a purpose: that performance management and evaluation systems must be developmental in character reflecting the needs of the employee and the timetable needed to meet standards or provide expected outcomes. The documents moves to a more sensitive measures: that of providing all the necessary support for employees with potentials and even setting a path for demotion or reassignment to a less demanding job; likewise initiating a consistent, fair, defensible and legal process that leads to the dismissal of an employee delivering an unacceptable level of performance.

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