Improving Performance Management: Case Study And Strategies

Challenges

1a) Explain to the team what key result areas / critical success factors are;

Key success factors are the activities and functions or practises in business which are defined by the market and not the company. They are critical to the company and the relationship between the customer and the company. The critical success factors are generally a high level goal for a business to be met (Armstrong, 2016). Critical success factors inorder to be effective must be

1. Vital to the success of the organization
2. Benefit the department or the company as a whole
3. Be set to achieve a high level goal
4. Must be linked directly to the strategy of the business

The key result areas in the key success factors are; alignment of employees roles for increased satisfaction through rewards, be service oriented while dealing with customers, Achieve fulfilment of business through On-Line process improvement and Increased market share through the current customers.

• How these influence the choice of key performance indicators/ standards; and why these are written using SMART principles.

They influence the performance of the business through setting goals and strategic planning using SMART which simply is an acronym. SMART means that the goals should be specific to the needs of the customer and the business, measurable, achievable, relevant and time based goals in an organization (Bader, Schuster, & Dickmann, 2015).

• An example of key performance indication or performance standard related to their job

An example of key performance measure or indicator is how many customers has a specific staff served and what was the turnaround time for the each customer. Was the customer happy with the service and what are the results or effects of good and bad service to customers? These are key performance indicators to measure the performance of a staff.

1b) Documentation helps track the performance of each staff. There should be increase in performance and targets should be reached. The risk in not managing the type of information means that there will be guess work in how information is used. No real evidence or facts of data will be there (Gattorna, 2015). 

2a) There are various ways in which formal and informal feedback may be given to individuals. For formal, there should be communication with individual staff members through e-mails or any other form of communication which is private. Performance measurement reports should also be used to communicate to individual staff members. For informal feedback, meetings and team building session will be used effectively (Harrison, & Lock, 2017). They also help in verbal communication to individual staff.

2b) In formal appraisal, the manager can motivate the staff through incentives and rewards. I can also ensure that a high performing staff gets promotions and bonuses for the good work. This is to encourage other employees to work extra harder and better. Informal feedback can also help the staff in achieving their goals through constant improvement of their work and recognition given to the informally as they perform the best.  

2c) i. Promotions

ii. Salary increment

iii. Public recognition

iv. Incentives and other bonuses

3

3a) In developing personal improvement plan, the following is the process that should be used in planning for individual improvement

1. Establishing of the purpose or the direction for which the development or improvement is aimed at
2. Identifying the development needs for the person
3. Identifying the learning opportunities needed for personal development
4. Formulating an action plan to be undertaken
5. Undertaking the action plan for the development
6. Recording the outcomes
7. Evaluating and reviewing the outcomes.

3b) The effectiveness of the plan is measured and monitored by the constant improvement of the outcome. If the outcome is constantly improving, the plan is effective (Kottorp, Fallahpour, Malinowsky, Lund, & Nygård, 2017). On the other hand, if the outcome is bad and not improving, then the effectiveness of the plan should be further evaluated. 

3c) Changing of tack or the evaluation method is the best performance improvement measurement. It is important to note that Documentation helps track the performance of each staff (Ulrich, & Dulebohn, 2015). There should be increase in performance and targets should be reached. The risk in not managing the type of information means that there will be guess work in how information is used. No real evidence or facts of data will be there.

References

Armstrong, M. (2016). How to manage people. Kogan Page Publishers.

Bader, B., Schuster, T., & Dickmann, M. (2015). Special issue of International Journal of Human Resource Management: Danger and risk as challenges for HRM: how to manage people in hostile environments.

Gattorna, J. (2015). Dynamic supply chains: How to design, build and manage people-centric value networks. FT Press.

Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.

Kottorp, A., Fallahpour, M., Malinowsky, C., Lund, M. L., & Nygård, L. (2017). Skill Clusters in Ability to Manage Everyday Technology Among Older People With and Without Cognitive Impairments. American Journal of Occupational Therapy, 71(4_Supplement_1), 7111500008p1-7111500008p1.

Ulrich, D., & Dulebohn, J. H. (2015). Are we there yet? What’s next for HR?. Human Resource Management Review, 25(2), 188-204.

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