Research Articles Base: Managing Employee Performance

Managing Employee Performance

Introduction                         In any company, the goal for progress and rapid acquisition of income and profit is the central task of any management, especially those who are assigned in the senior management level. Constant research and further study about the organizational development of any company is imperative in order to stay competitive and stay longer in the business world. In this case, versatility of managerial skills and savvy attitude towards critical analysis on management strategies and approaches are needed. Significant to the growth of any corporation is the advancement of adopting new means of giving effective customer service assistance in order to remain competitive and at the same time help robust the company’s profit and income, the use of new technology as the means of generating highly effective and proficient services to costumers imperatively employed.             All companies strive to have this attitude and behavior. The utility of human power and knowledge manufacture great results in any organizational structures. The presence of highly competitive managers, researchers, economic analysts, experts in human resource management are formed collectively as archetypes of companies serving as troubleshooters, innovators, constructivist managers and organizational experts.             With all of these high caliber human capabilities, companies lived longer and advertently progressed and developed competitively. The historical antecedents as well as the precedents allow us to conjure our strengths to follow the significant footsteps of our forefathers in their struggle of instituting a civilization which represent their investment for labor and work. The transmission of knowledge and historical facts lead us to recognize the value of our ancestors’ struggle to establish a world that is conducive for living. The unending struggle to fight for the right and against oppression, abuse, and slavery are embossed in the map of history, chronologically designed and evaluated rigorously. In this line of thought, we are brought, with enough historical evidences that the omnipresence of labor and work is indeed born along the creation of life. Management in organization             In the realm of human resource management with other influential districts within an organization emphasized the vital role of individuals as the center of all the processes. One great consideration in defining and formulating effective organizational structure and management strategies is the role of individuals within its sphere. We cannot deny the fact that technology brought magnificent output in any organizational production but while technology can be an aid, the centrality of individuals or people has to be fully recognized and reinforced continuously. Such centrality of individuals merit incentives of being agent of knowledge transfer and knowledge source.             Moreover, our identification of individuals as to its role in the growth and success of an organization is considered essential, more so in various domains of worldly interactions. Performance Related Pay (PRP) and Payment by results (PBP)             We defined PRP as any system which links a workers pay directly to her output like standard piece rates. The implementation of PRP systems in workers contacts has contributed to a turn down in the level of unemployment in the UK. However, PRP schemes vary according to the firm’s structural management and the pressing need of any organization. PRP has at least divided into two fundamental schemes: the individual PRP and group PRP schemes in which business scholars variably express their analysis on which of the two basic schemes are effective in any firms’ set-up.             Moreover, Brown (1990) underlined five objectives of PRP in general: magnetizing and maintaining competent employees, to promote an accomplishment orientation, to reward good performance, to share the economic benefits of improved performance and promote employee responsibility. In Britain, PRP schemes have become increasingly known over the past decades. Throughout the 80s and 90s these schemes were seen as a means of progressing both individual and organization performance. Such business trend attracts the government to integrate such scheme in its governmental units.             Individual PRP has been used for a long time in the UK, but was traditionally used as a merit payment over and above the annual pay reward. This scheme was treated before as just a means of rewarding a good behavior inside the working environment rather than a merit on good performance. Now, such scheme reportedly has been utilized for a wider range of occupations and has been appraised on an annual basis. However, according to a study made by the Munich Personal RePEc Archive, firms who have a PRP system at all tend to have either less than 10 % of total workers covered, or more than 90%. Moreover, in business services 34.38% of workers, on average, are covered by PRP. This compares to only 22.13 % and 22.96 % in other services and construction. Size of firm, therefore, found to be stoutly important determinant of PRP coverage. Here micro businesses had on average 20.07% of workers covered in comparison to 26.08% in small firms, 35.17% in medium-sized firms and 38.94% in large firms.             This status is due to the cross variables affecting the firms’ workers condition towards performance and perception on various issues. Such motivation systems based on individual performance are problematical according to the study of Robert McNabb and Keith Whitefield (2003). This problems are rooted to the difficulty to extricate each individual’s contribution to production, the output of a work team might surpass the summation of individual contributions, such scheme is seen to daunt political interaction among workers, which often positively influences the level of output, individual PRP schemes are costly to monitor and can promote unhealthy competition between workers which reduces output levels and schemes can increase the resistance of workers to changes in work or product lines because their productivity is likely to be lower in new rather than familiar settings.             However, we cannot discount the strengths it supplanted in strengthening the productivity and performance of workers leading to maximization of profit and income of the firms. Such schemes have the advantage to the firm in that they not only induce greater effort from workers, but also encourage the workers for more commitment and reinforce existing cultures and values where these foster high levels of performance, innovation and team work. The link of pay to performance also potentially establishes equity and consistency in the pay structure and enables the firm to attract more able workers. Moreover, individual PRP schemes are likely to be successful in improving organizational performance in only narrow range of work settings namely those in which team working is not important, where high trust relationships are not associated with the performance, where it is easy to extricate individual contributions to output and where the key to competitive success does not lie in constant change to the work process.             On the other hand, payment by results program will increase the emphasis on improving workforce productivity. In the case of NHS or National Health Service, the imposition of payment by results goes in more subtle and complicated manner. It will affect the demand situation and will have other implication for workforce planners in terms of workforce and activity linked information, cost requirements and skill mix solutions. Payment by results is intended to drastically change the arrangements by which providers receive their funding. In turn, this is expected to create variety of provision and therefore increased choice for patients.  There will be a prospective tariff for most NHS activity. The tariff will be built on clinically meaningful groups of treatments and activities. The cost for the service will be based on NHS average prices, as reported by NHS organizations. The same process will apply to across the whole English NHS. These are the basic elements which comprise the provisionary guidelines of NHS in relation to the payment by results scheme.  Moreover, there are possible implications for the workforce upon implementing the payment by results scheme. Some headstrong responses would cover cutting the budgets, attract more patients, reduce the length of stay, pass the parcel of high cost patients, ‘cherry picking’ low cost patients, and rationalize the services offered. Meanwhile, the positive responses can be on the reduction of labor cost, create a richer skill mix and work smarter.             Payment by results designed to amplify the amount of work done by hospitals, especially in areas with long waiting times, such as hip operations. It also opened up the way for money to begin to follow patient choice. In addition, under payment by results, hospitals are now moving away from locally negotiated block contacts. These allowed for considerable variations in prices for operations across the country, in line with their actual costs to hospitals. Furthermore, hospitals were often paid even when they under-performed, failing to carry out number of operations required of them.             Applying the scheme in the case of NHS in the UK, PBR means a hospital will be paid the fixed price for every treatment it undertakes. If the treatment costs more and around half of the UK’s hospitals are expected to fall into this high-cost category, the hospital will have to find ways of bringing those costs down. It can either cut costs or try to do more operations to generate extra money. The assumption underlying this new system approach is that hospitals will want to make a surplus on top of their existing legal obligation. Let us analyze in this context the benefits of PBR, if the implementation of such scheme is successful, the NHS will become more competent and productive, undertaking more operations and treatments. It also helps make more transparency about the work that hospitals do. In contrast, PBR rewards quantity not quality. Hospitals can make money if they will employ cost-cutting strategy, or increase the amount of work they do. But cutting costs might be at the expense of better quality equipment or staff numbers and quality of care can suffer when hospitals are given incentives of this kind. Another is that hospitals can start to con on coding system such that NHS tariff pays two prices for different kinds of heart attack treatment. The risk is that hospitals will rig the code in order to make more money. It is not easy to set tariffs for all health care activities. Procedures that have a clear treatment and roughly predictable length of stay such as hip replacements are relatively easy to cost, but it is much harder to set a fixed rate for treatments with fewer agreed definitions or end points. In wider perspective, it remains unclear what might happen to health service provision as a whole if hospitals find they are losing money. They might choose to move money across from profit-making areas, or cut costs in the loss-making area, with potential risks to quality. They might give up offering some types of surgery or treatment altogether. All market systems imply winners and losers, but it may well prove highly controversial if some local services start to disappear.       Participation schemes will always enhance performance whatever their costs’. There have been a wide variety of innovations that have been designed to encourage greater employee participation and thereby better performance. These differ markedly in terms of their characteristics, focus and objectives. These are typically combined to make the analysis manageable, though there is no consistency in the methods used to group individual practices.  There are at least three groups of employee participation scheme in the works of McNabb and Whitefield (2003), the problem-solving groups which task is to solve specific problems or discuss aspects of performance or quality and which involve more than 60 per cent of non-managerial employees, briefing groups however, is the system of briefings for any section or sections of the workforce, the meetings of which give over 25 per cent or more of their time to questions from employees or for employees to offer their views and representative participation refers to committees of managers and employees primarily concerned with consultation rather than negotiation. Hence, when participation scheme appeals to so great between individual workers the same great level will occur in their performance. Participation in many aspects of the management structures and activities enhance not only the level of performance of workers or individuals to generate maximum profit but also contributes to the development of each person’s growth.     The given business cases relative to the importance of individual appraisal is vital not only to the objectives and goals set by any organizations but to the personal development and growth of individuals. Individual appraisal does not only covers the necessity of identifying the weaknesses and strengths it incurred during his/her stay in the organization but serves as a mirror where we can see the organization’s own standing and examine what’s need to be improve and strengthen. The cases contribute much to analyze the human side and needs of each individuals. We cannot deny the fact that individuals are motivated to do everything he can in order to satisfy his needs. The schemes which the business cases offered provide us not just a glimpse of the human side of individuals but of its nature. Both performance schemes provided varied benefits as well as detriments. However, let us look at the side in which it contributes to our growth. Moreover, in whatever means man is motivated to work and perform a task that is a byproduct of stimulating and attracting stimuli, can only be traced to man’s inherent drives or motivations to survive. The ‘stress epidemic’ in UK’s organizations can be based in varied factors. At least on this account we can identify general yet powerful drives in which stressfully made UK’s organizations undergo depression. The hard times in UK’s organizations are not only brought about by the fact that there is lack of human capabilities and expertise but the fact that even other powerful and developed regions encountered the same epidemic.   We can account these ‘stress’ on the rapid changes occurred brought about by globalization and technological trends. The drastic and dramatic shift of the world preoccupations which significantly caught various societies’ sectors off-guard was the rapid innovations and trends primarily caused by recent discoveries and developments in science and technology. Moreover, due to this reality, different entities need to adopt effectively with this trends. Along with the current situation and rapid changes is man’s capability to transform drastically into which we call now technological man, meaning, man who are no longer attached to the very foundation of ancient beliefs but to the technology that makes him satisfy his pleasures and id. Conclusion             Given the presentation of the two elemental schemes in performance, we are led to realize that man is not a passive being rather an active and transforming. His consciousness continues to strive for the best he can be, being motivated to further embrace the challenges and struggles. Only when man is motivated and given proper needs and benefits can be able to pursue and significantly give everything that he possesses.             The schemes allow us to understand how different organizations invoke and apply complex strategies in performance and how it goes to implement these schemes despite of the great risks it will embrace. However, significant with this activity to boost and motivate the performance level of every individual in the workplace is the fact that it fittingly provides each individual its due. src=”http://pagead2.googlesyndication.com/pagead/show_ads.js”> Credit:ivythesis.typepad.com

Managing Employee Performance

Introduction In any company, the goal for progress and rapid acquisition of income and profit is the central tas...

Sample Essay on Managing Employee Performance of a Clerk

Job Description 		Revision Form 		Company:  		Happy Times Greeting Cards 		Location: 		Corporate Owned Stores 		Job title: 		Sales Clerk 		Current Job Description: 		 		  		This is an entry-level 		hourly position that handles the following tasks: <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal" style="color: black; line-height: 150%; margin-bottom: 3.3pt"> 			Compute charges for merchandise or 			services and receive payments. </li> <li class="MsoNormal" style="color: black; line-height: 150%; margin-bottom: 3.3pt"> 			Prepare merchandise for display or 			for purchase. </li> <li class="MsoNormal" style="color: black; line-height: 150%; margin-bottom: 3.3pt"> 			Recommend and provide advice on a 			wide variety of products and services. </li> <li class="MsoNormal" style="color: black; line-height: 150%; margin-bottom: 3.3pt"> 			Answer telephones to provide 			information and receive orders. </li> <li class="MsoNormal" style="color: black; line-height: 150%; margin-bottom: 3.3pt"> 			Greet customers and discuss the 			type, quality, and quantity of merchandise sought for purchase.</li> <li class="MsoNormal" style="color: black; line-height: 150%; margin-bottom: 3.3pt"> 			Keep records of transactions and of 			the number of customers entering an establishment. </li> <li class="MsoNormal" style="color: black; line-height: 150%; margin-bottom: 3.3pt"> 			Explain company fees, policies, and 			procedures.</li> </ul> 		  		Future Job Description /  		Recommended Changes: 		  <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="color: black; line-height: 150%"> 			Explain company fees, policies and 			procedures in a contingent way depending on the current situation on 			hand.</li> <li class="MsoNormal" style="color: black; line-height: 150%"> 			Assuring that sales or customer 			visit quota is achieved within a specific period of time (day, week 			or month)</li> <li class="MsoNormal" style="color: black; line-height: 150%"> 			Greeting customers at all times but 			discuss the type, quality and quantity of merchandise to asking, 			regular or bulk-buying customers.</li> <li class="MsoNormal" style="color: black; line-height: 150%"> 			Solicit customer feedback through 			simple service evaluation sheet located in front of the cashier 			</li> <li class="MsoNormal" style="color: black; line-height: 150%"> 			Prepare merchandize for display or 			for purchase according to the clerk’s assessment</li> <li class="MsoNormal" style="color: black; line-height: 150%"> 			Maintaining inventory, sales and 			customer records and other pertinent store data for weekly report to 			the general manager.</li> </ul> 		  		Examples of How Changes 		will Impact the Job: <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="color: black; line-height: 150%; margin-top: 6.0pt"> 			There may be busy days which can 			limit the responses and actions of the clerk like answering phone, 			recommending products and organizing displays.  Attaching quotas can 			lift pressure and over-stress to clerks.</li> <li class="MsoNormal" style="color: black; line-height: 150%; margin-top: 6.0pt"> 			There may be customers that are 			just making excessive “fun” and interference with their product 			queries.  Keeping the subjective judgment of clerk in tact will not 			only defer waste of time but also will make clerk more efficient.</li> <li class="MsoNormal" style="color: black; line-height: 150%; margin-top: 6.0pt"> 			Clerk effort like smiling, greeting 			and assisting customers may not reflect in store quantitative 			quotas.  Evaluation sheets will not only provide the platform to 			evaluate clerk behavioral performance but also may serve as the 			company’s way of trusting the clerk (as if the clerk will not forge 			the evaluations sheets).</li> <li class="MsoNormal" style="color: black; line-height: 150%; margin-top: 6.0pt"> 			Current inventory may not sell very 			well. Giving clerk the freedom to solve this difficulty through 			self-assessment can induce confidence of oneself and selling skills.</li> <li class="MsoNormal" style="color: black; line-height: 150%; margin-top: 6.0pt"> 			Multi-tasking can provide the 			needed challenge and hedge the repetitive nature of the job.    			</li> </ul> 		  		Reasons for Changes: 		 		  		           According to 		Herzberg, these changes can stand as real motivators unlike the mere 		prevention of the sources of dissatisfaction from salaries and 		supervision (Accel-Team, 2005).  Job enrichment will create greater 		opportunities for individuals to increase variety, responsibility and 		accountability.  Thus, achievement and recognition is embraced in clerk 		performance due to autonomy and identity derived in the revised job 		design.               Every week, the general manager should give time to check the status of the store and actual job execution of the clerk.  Managerial behavior in conducting this strategy is very important to impress and get the interest of the clerk.  The manager should treat the clerk as a friend and should emphasize the importance of clerk performance to corporate results.  If possible, salary should be received hand-by-hand every week including cash incentives that can automatically create subordinate relationship of clerk to manager.  The manager can also help in arranging displays, posting new posters, aiding in accounting problems and even cleaning the shelves. He should assure that the clerk will not fear inferior rather should stress that “people have only different roles”.  All this managerial set-up is intended to provide the platform for oversight and authority to be enforced.  Since staffs located in the lower-end of the rank-in-file showed the lowest scores and satisfaction with regards to growth, achievement, value, job itself, organizational design/ structure/ processes and personal relationships (AMSA 2006), it will be helpful for non-compensatory factors to be injected in leadership styles.  For the company to optimize the imposition of motivational changes suggested above, clerks should feel that they belong to an organization in a friendly environment.  The frequent visit of a manager can not only give this need but more importantly to support the probability of such changes to increase variety, responsibility and accountability through managerial control. Credit:ivythesis.typepad.com

Sample Essay on Managing Employee Performance of a Clerk

Job Description Revision Form Company: Happy Times Greeting Cards Location: Corporate Owned Stores Job title: ...

SUPERVISORS PERFORMANCE EVALUATION PROCESS

SUPERVISORS PERFORMANCE EVALUATION PROCESS         To effectively evaluate the performance of personnel on whatever positions they upheld, Managers and Supervisors have a documentary basis about employees including their overall performance to the company. Generally speaking there are many things to consider so that the evaluation process may have given the full potentials and effectively implement such task in fairness to such employees. The evaluation process should help them to track down the values and employees personality traits and qualification upon hiring or upon promotion and overall criterion that an employee may possess.       This evaluation should reflect the honest and comprehensive performance of not one part advantage but the whole personality of an employee so that they will be given the necessary promotion or demotion accordingly. Personal prejudice and biases or favoritism is an error in this task. This evaluation process should be done on a regular basis or according to the companies needs that may arise. In the Supervisors evaluation sheet should include a simple instruction, rating scale, comments and suggestions for particular employees and with respect to confidentiality of the results.  Again according to the position but the following guidelines should give you an idea of how Supervisors and Managers can efficiently perform such evaluation. 1.    The evaluation sheet should include the company heading for authenticity, name of the evaluator and date of evaluation. 2.    The process or objectives of the evaluation. So that Supervisor can easily identify and clearly define the purpose of evaluation. 3.    The rating scale should be also included so as we can have a pattern about how we can evaluate for the purpose of standing. This scale is usually a grade of one to five or an ABC. It also includes the rating of how poor, satisfactory, fair and excellent an employee has been. This should be clearly stated upon evaluation. 4.    A basis or specific criteria depending on the position or evaluation objectives which may include; the Employees Initiative to perform, Cultural Relationship, Communication process, Teamwork and Cooperation, Technical Knowledge, Work Ethics, Decision making, Planning, Organization, Dependability, Problem solving, Attitude, Moral Values,  etc. 5.    Final evaluation, Comments and Suggestions if needed and the Signature of evaluator which is a very important piece of the evaluation sheet authenticity. 6.    All these and more should be included in the evaluation sheet performance.       After the evaluation of employee the Supervisor and Human Resource Management should work hand in hand to analyze the consideration of such employees. And after such process it is in their discretion if they will allow the employees to see the result of their particular evaluation.  Most companies big and small have done this process for appraising their employees. This process is done mainly because it provides an advantage to the company to motivate their employee to work more efficiently during the process. Basically it is the Supervisor who makes the evaluation for their employees while it is the Manager who evaluates the Supervisor.       Sometimes the process of employee’s evaluation can be done upon hiring employees; Human Resource Managers takes advantage of the process to simply evaluate people even before they are hired. While some Supervisors have a deeper objectives upon evaluation such as tracing the employees contribution to the company and how they can contribute more in the next few years. Some Management may even go as far as personal participation of interview and actual testing of employees.       In some company’s who are critical in their evaluation would put their employees on training or some sort of initiation just to test the performance and loyalty of such employees. This kind of evaluation is somehow hindering the fraternal rights of employees. In some company especially in Sales their evaluation is simply based upon the numbers the Salesman have been providing as long as the Salesman performs well in figure this is the primary factor of their promotion. In an organization such as the military the promotion can be on the spot or within the operation. While some have more restriction of evaluation that includes their character more than performance.         You may ask why some employees last ten years on their company without promotion. Most probably it is their conduct or their Educational attainment that has been the reason for their stagnant at work. As you can see there are many forms of evaluation process depending on your company or organization or company where you belong. My advice is that to be able to get the full advantage of your performance wherever you represent, you need to master your skills and comply with the rules and regulation that your company may upheld, this guarantees more than promotion but job satisfaction that you deserved.    Credit:ivythesis.typepad.com

SUPERVISORS PERFORMANCE EVALUATION PROCESS

SUPERVISORS PERFORMANCE EVALUATION PROCESS To effectively evaluate the performance of personnel on whatever positions they upheld...

Top