Organizational performance management may be defined as a process of ensuring that company resources are being used in the pursuit of company objectives. The theory of performance management is commonly applied for the development of the employee. Performance management not only considers only individual employee as well as on groups, projects, process and the organization overall. This report presents the overall performance of management which includes the performance measurement, balanced scorecards, quality, risk, and operations management of the organization.
Arrive with certain situations in organizational performance management
According to Akella (2010), regulating individuals viable being developed projects is a limit that requires reliable change. An execution administration can be depicted as the individual who is vested with the formal master over an association or one of its sub units. There may be certain situations in the business organization in which objectives and mission are not clearly defined, there is no formal or informal structure in the organization, poor communication, no appraisal to employees and so on. Measuring organization performance also an essential part in observing an organizational progress. It involves measuring the actual performance results or consequences of an organization play a vital role in monitoring an organization progress. It comprises measuring the actual performance outcomes or results of an organization against its proposed objectives. The main four options that a manager can identify and increase their organizational effectiveness while measuring organizational performance are as follows:
The supervisor must recognize the key estimations directly down to office level.
Streamline the execution measures so as to accomplish prevalent outcomes.
Execution results are the most critical measures of work.
For this purpose, an organization initiates a methodology by which people, advancement, work assignments, and distinctive resources are combined and encouraged keeping in mind the end goal to effectively fulfill definitive targets. Management functions are depending on a typical rationality and approach which includes:
Creating and clear the mission, systems, and goals of the organization
Establish hierarchical structure in the organization
Motivating, training the staff members
Perception of Organization management
According to Bergsteiner et al. (2010), a positive perception of organization management system may lead a manager to employ the system in order to help the employees develop and achieve their performance objectives. It is difficult for organizations to comprehend that how workers see the viability of their performance management. A proof made the legitimacy for the two-factor performance management adequacy which is measured with perceived performance management precision and performance management reasonableness.
All organizations need to check their performance management system in order to improve the organizational efficiency. These perceptions and state of mind about the management regularly impact the conduct and motivation (Chiang & Hsieh, 2012). The perception of these stakeholders matters to make a performance management effective and useful. As a result, the balance scorecards can help the organization to measure and provide the feedback to organizations. The balance scorecards refers to a strategic planning and administration framework that organizations use to convey what organization are trying to accomplish, align the daily routine activities that every employee is doing with strategy, organize tasks, products and services, measure and that organizations use to communicate what organization are trying to accomplish, align the daily routine work that every employee is done with strategy, prioritize projects, products and services and measure, monitor progress towards vital targets. Similarly, on the other side to improve the quality and performance of the organization, management can consider total quality management and performance management for the long term success of an organization. Quality management and performance management is an important factor in improving the efficiency of the organization. The quality management and performance management concentrates on the continuous procedure of improvement within organizations in order to provide the superior customer value and meet the requirements of consumer demands.
Conflicts arise in organizational management
According to Easterby-Smith et al. (2011), organizations in the present situation are in an unstable condition where affiliations are scanning for measures that will empower them to upgrade their execution and force. Organizational clash is seen as the distinction that happens when the objectives, interests or estimations of various people or get-togethers are clashing with those of individuals or social affairs square or disappoint every other trying to accomplish their goals. In any organization, there are many reasons for conflicts as clashes inside an individual more often than not happen when a person is vague about what task to do, if not specifically characterized by the manager or the individual in control. On the other hand, risk factors also exist in the organization which affects the organizational performance. In order to manage the risk in the organization, risk management is important in an organization because without the risk management factor, a business cannot define its objectives. The risk management plays a role to recognize group is to distinguish risks that come up with strategies to prevent against these risks, to implement these strategies and to encourage all members of the organization to participate in these strategies.
Future professional development plan
According to Elsbach (2014), a professional development plan design reports, objectives, required expertise and competency advancement and objectives a staff member should fulfill so as to help constant change and professional change and better advancement. An expert advancement configuration is made by the administrator working by and by with the staff part to recognize the central capacities to help the staff part's proficient destinations and the hierarchical business needs. The supervisor can utilize the accompanying strides to influence an expert advancement to design with the representative which are as follows:
Step 1: The manager can request a self-assessment from the other staff members of the organization.
Step 2: On the basis of self-assessment of staff member’s organizations develop the assessment of the individual’s skill which includes technical, social, aptitude and attitude skills.
Step 3: In order to make the professional development plan effective, the staff part needs and interest must be connected to address the authoritative goals.
Step 4: Next process explores the professional development opportunities available at organizations.
Step 5: Organization collects the input from the staff part about the improvement advance and grow new capacities that will upgrade execution and additionally authoritative results.
Kolb’s learning model
According to Hershatter & Epstein (2010), Kolb's learning model is a well-known theory which begins that we gain from our experiences of life on an ordinary basis. We can use Kolb's learning model which follows a pattern comprises four phases which are as follows:
Experience: Life is full of experiences we can learn from. There are large numbers of opportunities available for us to start or begin the learning cycle in order to improve their performance in the organization.
Reflect: Reflection includes thinking which describes what has to be done and experienced. The employees in the organization can train themselves from their past experiences about reviewing their experiences and recording the activities (Parekh et al., 2011).
Conceptualize: This stage expresses that when we go from their thinking about the experiences to translating them, at that point organization produce a theory about the significance of experiences.
Plan: In the plan experimentation stage of Kolb’s learning model, we effectively test the hypothesis and check whether our new experiences will support or challenge this hypothesis.
According to Swayne et al. (2012), learning cycle is a concept which states that how people learn from experiences. The substance of an association is embodied in its people, not its framework. The intangible resources of an organization live in the individual mental models that add to the association's memory. The learning cycle consists four stages which are preparation, presentation, practice, and performance which will help us to learn from our experiences.
According to me, from this report, it has been concluded that organizational health continues to evolve from two major points. The first point relates to the overall organizational health and its capability to achieve the business objectives. The second part relates to employee well-being and the impact of employee satisfaction and employee health. The other factors like future professional development plans, Kolb's learning model, and learning cycle cover both the improvement of organizational performance and employee satisfaction.
Akella, D., 2010. Learning together: Kolb's experiential theory and its application. Journal of Management & Organization, 16(1), pp.100-112.
Bergsteiner, H., Avery, G.C. & Neumann, R., 2010. Kolb's experiential learning model: the critique from a modeling perspective. Studies in Continuing Education, 32(1), pp.29-46.
Chiang, C.F. & Hsieh, T.S., 2012. The impacts of perceived organizational support and psychological empowerment on job performance: The mediating effects of organizational citizenship behavior. International journal of hospitality management, 31(1), pp.180-190.
Easterby-Smith, M. & Lyles, M.A. eds., 2011. Handbook of organizational learning and knowledge management. John Wiley & Sons. United States.
Elsbach, K.D., 2014. Organizational perception management. Psychology Press. United Kingdom.
Hershatter, A. & Epstein, M., 2010. Millennials and the world of work: An organization and management perspective. Journal of Business and Psychology, 25(2), pp.211-223.
Parekh, A.K., Goodman, R.A., Gordon, C., Koh, H.K. & HHS Interagency Workgroup on Multiple Chronic Conditions, 2011. Managing multiple chronic conditions: a strategic framework for improving health outcomes and quality of life. Public health reports, 126(4), pp.460-471.
Swayne, L.E., Duncan, W.J. & Ginter, P.M., 2012. Strategic management of health care organizations. John Wiley & Sons. United States.