Induatril Besiness Communication
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: Wali Mohammed
Ref Code
: B-003614
Course
: MBA
Paper
: Organizational Behaviour
encouraging structured feedback from employees and supervisors on performance and career planning and from the community on organisational performance;
* introducing an outcomes focused culture and increasing motivation;
* collecting data and information needed for management decision making or external review ;
* increasing the organisations capability to meet future requirements and to improve outcomes for the community;
* identifying performance which requires improvement; and
* recognising and acknowledging performance.
FOR INDIVIDUAL EMPLOYEES,
-an opportunity for self appraisal.
-an opportunity for the manager to appraise the staff.
-helps to determine the strengths of the employee.
-helps to determine areas for improvements
-helps to determine the employee training needs.
-helps to determine the types of training programs
-helps to determine the merit rewards for the employees.
-an opportunity to acknowledge / offer recognition for performance
-an opportunity to improve the employees capability/competencies.
-helps to develop individual development plan.
Benefits of performance evaluation.
At a macro level performance evaluation assists organisations to match outcomes with organization objectives. It provides a system for improving organization performance and outcomes, within the organizations policy framework, while maintaining good industrial relations. It generates benefits throughout organisational functions and processes.
Performance evaluation recognises that people are the organisations most valuable resource, and that people are the key to an innovative, professional and service-oriented public service. Performance management emphasises the relationship between the management and development of people and an effective organisation, and provides a fair and equitable environment for improving performance.
A performance evaluation system links achievements at all levels of the organisation with corporate, business and units objectives. It provides the framework for:
* clarifying expectations, roles, responsibilities and resources required to achieve goals;
* improving communication and understanding between managers and employees in terms of work requirements, expectations, performance criteria and achievements;
* linking individual, team or unit performance with quality assurance, continuous improvement and evaluation processes of the organisation;
* facilitating, encouraging and assessing performance;
* encouraging structured feedback from employees and supervisors on performance and career planning and from the community on organisational performance;
* introducing an outcomes focused culture and increasing motivation;
* collecting data and information needed for management decision making or external review ;
* increasing the organisations capability to meet future requirements and to improve outcomes for the community;
* identifying performance which requires improvement; and
* recognising and acknowledging performance.
1. The objectives of the performance evaluation system are clearly defined
Objectives of the system, and its underlying principles, are clearly defined in terms of potential benefits to the organisation, its employees and its clients. Guidelines are clear and unambiguous.
2. The system is aligned with corporate objectives, priorities and strategies
The system reflects the organisations goals and priorities and is linked with corporate and business plans. The system has a strong strategic focus, with recognition given to performance and achievements that advance corporate priorities.
The system is designed in full consultation with employees and their representatives as it needs to be supported at all levels of the organisation to be accepted and workable.
3. The system is equitable
The system is equitable; open; free from gender, race and other bias; and fairly and consistently applied.
4. The organisation focuses on performance improvement
The organisation fosters performance recognition and realisation of the individuals potential by taking a positive approach to cultural change and focusing on outcomes, continuous improvement and training. Performance management is not used as a primarily punitive means of dealing with unsatisfactory performance or disciplinary matters.
5. Commitment and ownership of the process is demonstrated
Managers and supervisors perceive performance management as a fundamental and ongoing management function and a key planning and evaluation mechanism. The organisation fosters whole of organisation ownership of performance management processes rather than managerial or human resource specialist ownership.
6. Comprehensive training is provided
Training and education needs are determined and all employees, including supervisors and managers, receive adequate training. Follow up