Performance Management Systems
PERFORMANCE MANAGEMENT SYSTEMS 6
Organization`sPerformance Management System
Sahu(2009) illustrates that performance management is the practice ofevaluating and controlling operations of an organization toconsistently conform to predetermined goals in an efficient andeffective way. To North Shore-LIJ Health System organization,performance management means the activities that surround theappraisal of employee to evaluate their consistency with the setgoals and objectives. North Shore-LIJ Health System organizationappraises its employees’ performance based on the followingcategories excellent, very good, average, fair and unsatisfactory.The performance management for North Shore-LIJ Health values people,their performance and their productivity. This is evident from theinvolvement of personal traits and skills, position and behavior inthe evaluation.
Theperformance management system has evolved over time since the 1960s.From this time when the first performance appraisal was developed,the organization has established comprehensive performance appraisalsby perfecting on the past models. The main strength of Brandy’sperformance management system is by focusing on the employee’spersonal and occupational skills (Sahu, 2009). In addition, theappraisal management involves the support of the management and isfocused on developing employees. These strengths are contrary to whatI experienced in both the current and prior organizations. In thatexperience, the appraisal management practices were not focused ondeveloping the employees, but on achieving the goals f theorganization.
Theright system for Brandy
Theperson-based appraisal is the best performance appraisal form. Thisis because the form has visible factors of performance since itfocuses on the concerns of employees at personal level. In addition,the form saves time by rating performance quickly, it is easy toadminister and has uniform performance factors. Moreover, he focus onthe employee will lead to all other aspects of the appraisal.
Thisform will lead to better results of the appraisal that will reflectthe whole organization and not just on the employees. This is becauseit is the employees that handle the organization’s operations. Inaddition, their behavior is what constitutes the general behavior ofthe entire organization (Sahu, 2009). Moreover, this form is moreeffective in developing the employee, compared to other forms ofperformance appraisals.
Theculture of an organization shapes the design of its performancemanagement system through the adoption of appraisal practices thatare conventional to the organization. In addition, the culture of anorganization shapes the orientation of the leaders of theorganization to adopt certain performance appraisal forms. Forinstance, if the organization has a conservative culture, itsadoption of change is difficult thereby using old appraisalmanagement forms.
Similarly,the organization’s mission, vision and values affect the design ofits performance management system by providing the blueprint for itsexpected performance. In addition, the mission leads to establishmentof goals and objectives which act as the benchmarks for performanceappraisal.
Historicalconsiderations of prior performance appraisal forms influence thedesign of the current appraisal system by providing a comparativeform. When designing the current appraisal form, the organizationtends to compare with the previous form. In addition, theorganization incorporates the strengths of its past systems and forms(Sahu, 2009). Moreover, the organization seeks to correct themistakes and weaknesses of the past system in the current system.
Indesigning the performance management system for Brandy Enterprise,the company should consider the effectiveness of the performanceappraisal in fulfilling its intended results. The company should alsoconsider the people in the organization and evaluate their preferenceof a system and also their opinion (Sahu, 2009). Finally, theorganization should consider the cost of the implementation of thesystem to ensure that it is economical.
Forthe NSLIJ- Health System organization, the main factors to considerwhen designing of modifying its system would be would be thecompatibility of the system to other human resource systems. Thiswould be in addition to the consideration of the size of theorganization’s human resource. This is because a good managementsystem should extend its relevance from the management-based to otherorganizational departments.
Inimplementing the performance appraisal system, the main challenge islack of commitment by employees to the practice. They don’t see therelevance of the system to the organization. In addition, theimplementation was challenged by lack of commitment from themanagement. To solve these challenges, employees of the organizationshould be trained to understand the importance of the appraisal totheir own development as well as that of the organization (Sahu,2009). To make the management interested in the system, properdemonstration of the end results and their importance to theorganization is necessary.
BrandyEnterprises would face the challenges of incorporating theperformance appraisal system to the existing elements of theorganization. This is because of the simple human resource functionwhich makes the exercise a small task. In addition, BrandyEnterprises will face the challenge of developing employees throughthe adoption of the appraisal system.
Inpast experiences, when new performance management systems wereintroduced, the main resistance is resistance to change. Employeesalways want issues to be carried out the old way. In addition, theimplementations face resistance of giving correct information byemployees
Sahu,K. (2009). PerformanceManagement System.NewDelhi:Excel Books