代写 Performance Management For HR MGT assignment HC2101

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    • 代写 Performance Management For HR MGT assignment HC2101


    HC2101
    Performance Management For HR




    Week 2
    §Performance Management
    §‘The Big Picture’
    §Objectives
    §Define the concept of performance at both the
        individual and the organisational level.
    § Explain the key indicators that can be used to
        measure performance at the organisational level
       (understanding the Balanced Scorecard
        approach)
    § Identify the direct and indirect determinants of
        performance at the individual level
    §Objectives (cont)
    §Discuss the relationship between individual
       and organisational performance &
    §Identify the potential contribution that the HR
       function can make in the area of performance.
    §What is this Thing Called Performance?
    §Performance is a multi-level, multi-dimensional construct.
    §It is important for contemporary organisations to consider performance at two (2) levels:
    §1. Performance at the organisational level &
    §2. Performance at the individual level.
    §
    §Performance Management
    §Performance at the Organisational Level
    §Three (3) Dimensions of Organisational Performance which will decide the competitiveness of an organisation:
    §1. Effectiveness;
    §2. Efficiency; and
    §3. Changeability.

    (Bredrup 1995, p.85)
    §Performance Indicators to measure
    Organisational Performance
    §Confusing nature of organisational performance is that ‘we want our organisations to be adaptable and flexible, but we also want them to be stable and controlled’……so we can establish meaningful performance measures.
    §Performance Indicators
    §Performance can be measured in terms of: output and outcomes:
    §Profit;
    §Internal processes and procedures;
    §Organisational structures;
    §Employee attitudes;
    §Performance Indicators (Cont.)
    § Organisational adaptability and responsiveness
    § Training and development
    § Managerial skills
    § Communication channels &
    § Job satisfaction
    §What is Performance Management?
    §What is Performance Management?
    §The Balanced Scorecard
    §Financial Perspective – profits – are we improving?

    §Customer Perspective –– are we meeting the needs of our clients? &

    §Internal Business Processes – what systems/structures can we improve?
    §The Balanced Scorecard
    §Learning and Growth – What training/ technology/ changes or other needs should be addressed in our organisation?

    §The Balanced Scorecard
    §
    (Kaplan & Norton 1996)
    §
    §The Balanced Scorecard - Robert Kaplan
    §The Balanced Scorecard
    Strengths

    §Management System
    §Budgets, goals, incentives, compensation and reward programs &
    §Financial and operational balance.
    §The Balanced Scorecard
    Weaknesses

    §Social environment (Atkinson 1997)
    §Subjective;
    §Limited dimensions &
    §Decrease in staff motivation (Mabey and Salaman 1995).
    §Performance at the Individual Level
    §Williams (2002) states that individual performance is behaviour which is determined by three (3) factors:

    Direct Determinates
      1. Declarative Knowledge
      2. Procedural Knowledge &
      3. Motivation.
    §Performance at the Individual Level
    §There are two (2) indirect determinants: 
    §
      1. Characteristics of the individual employee
      2. The work situation context.
    §The Link Between Organisational &

    代写 Performance Management For HR MGT assignment HC2101
    Individual Performance
    §Organisations can be ‘enablers’ or ‘inhibitors’ to the performance of their employees.
    § Studies suggest that the workplace context and situational factors are the most influential in affecting employee performance.

    §Performance…
    §The term ‘performance’ embraces both: work outputs/results and behaviours.
    §Clearly as Managers we are interested in ‘performance’ at both the organisational and the individual level.
    §In Summary
    §Performance is a multi-level and multi-dimensional construct. At each level (organisational or individual) – there are a combination of factors that influence performance.
    §In Summary
    §Any HR interventions or measurement approaches designed to assist, enhance and encourage ‘performance’ have to be effectively targeted at the right combination of factors –
    §A HOLISTIC approach that considers the entire organisation (internal and external influences) is often far more effective than examining individual factors.
    §

    代写 Performance Management For HR MGT assignment HC2101