Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
1. the utility and use of performance appraisals
1. the utility and use of performance appraisals
1. the utility and use of performance appraisals
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: 1. the utility and use of performance appraisals
Question 1-500
Problems with Countrywide’s performance appraisal process
Objectives of performance appraisal should include performance-based discriminating and rewarding, employee development and feedback to employees. However, Countrywide failed to achieve at least two of them according to the information provided in the case. First of all, although the company paid a bonus to branch managers according to their performance review rating, managers of poor performance branches still received the same bonus as those of good performance branches. This fact implied that the performance review rating of branch managers that the company was conducting did not link to the real performance of the branches of which the managers were in charge. As stated in the case, some of the Countrywide Credit Union branches received low customer satisfaction, generated decreasing sales, or had poor compliance levels, which all indicated that performance of branches varied from each other. Nevertheless, the company did not reward branch managers with performance-based bonus, in spite of the existence of the performance appraisal. The second objective that Countrywide failed to meet is developing employees. Because of its poor evaluation of performance, it also could not provide immediate and appropriate training after the annual performance appraisal. For example, the compliance levels of some branches were low because staff was lack of knowledge on financial regulations. If the company could identify the causes, design an employee development system accordingly, and trained staff with knowledge of regulation or marketing skills, the problems facing its branches would eventually be solved or at least alleviated.
Problems with Kevin’s review manner
Peo...
... middle of paper ...
...er, D. F., & Meyer, M. W. (2003). Subjectivity and the weighting of performance measures: Evidence from a balanced scorecard. The Accounting Review, 78(3), 725-758.
Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard. Boston: Harvard Business School Press.
Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system. Harvard business review, 74(1), 75-85.
Lloyd, K. (n.d.). Behind BARS: Evaluating Employees with Behaviorally Anchored Rating Scales. Retrieved April 25, 2014, from http://www.dummies.com/how-to/content/behind-bars-evaluating-employees-with-behaviorally.html
Mathis, R., & Jackson, J. (2007). Human resource management (12th ed.). Cengage South-Western.
Mooraj, S., Oyon, D., & Hostettler, D. (1999). The balanced scorecard: a necessary good or an unnecessary evil? European Management Journal, 47(5), 481-491.
‘Though it is intricate to demonstrably prove in quantitative terms that the balanced scorecard can deliver efficiency improvements at the start of its implementation, it can be shown in quantitative terms that a well designed fully cascaded balanced scorecard system should address the needs of a health care system. ’ (Radnor and Lovell, 2003, p. 105)
Tapinos, E., Dyson, R.G. & Meadows, M. (2005). The impact of performance measurement in strategic planning. International Journal of Productivity and Performance Management, 54(5/6), 370-384.
The balanced scorecard has been used in the business community for many years (Evans, 2002). The balanced scorecard is used to put all the information that a company needs for its strategic plan into an easy to understand and read chart. There are many different versions of the balanced scorecard, but the standard scorecard lays out how the company can increase its profits by looking at the internal working of the company, the customer service, and the education of the company. The Heathrow Terminal 5 project used a unique balanced scorecard. The Heathrow Terminal 5 project really showed just how versatile the balanced scorecard can be (Basu, 2009).
Dess, G. G., Lumpkin, G. T., Eisner, A. B., & McNamara, G. (2012). Strategic Management: Text & Cases (6th Ed.). New York, NY: McGraw-Hill.
The balanced scorecard (BSC) is a strategy used in organizations to determine their performance measures (Meredith & Shafer, 2016). The BSC provides knowledge into four perspectives of an organization; financial performance, customer performance, internal business process performance, and organizational learning and growth (Meredith & Shafer, 2016). There are many elements of the BSC, including the strategy map which displays the cause and effect relationships between the four perspectives to achieve a specific organizational goal (Meredith & Shafer, 2016). Along with implementing the usage of the BSC, Tyson Food will also be utilizing a strategy map.
In the mid 1980s, and into the 1990s, business leaders realized that a renewed focus on quality was required to continue to compete in an expanding global market. (NIST, 2010) Consequently, several strategic frameworks were developed for managing, and measuring organizational performance. Among them were the Malcomb Baldrige National Quality Award, which was created by and act of congress and signed into law by the President in 1987, and The Balanced Scorecard, which is a performance management tool that was born out of research conducted in the late 1980s and early 1990s by Robert S. Kaplan, and David P. Norton published in 1996 (Kaplan, 1996). Initially the renewed emphasis on quality management systems was a reaction to the LEAN approach
The Balanced Scorecard is a management tool used for strategic planning in business and industries to align activities with a vision and strategy. The tool is used in the organizational setting to improve communications (USAID,
The balance scorecard approach is one of the top four international management consultant practices. This practice has a failure rate of 70%. Despite the high level of failure it is still a heavily promoted method. One of the main reasons this method fails is the lack of buy in from management and then not supported. Another reason is to many KPI’s that are hard to measure. Many companies will get stuck in the implementation phase and not be able to get out of it and end up abandoning this method. In the end most companies find it to complex. (Outcomes, 2012)
The balanced scorecard is a continuous, strategic analysis of the organisation from multiple perspectives commonly approached by analysing the four perspectives of financial, learning and growth, customer and internal business processes. A combination of financial and non-financial performance measures are used in this analysis. Financial information is measured in dollars or ratios of dollars and compares forecasts to actual results, whereas nonfinancial information, that cannot be measured in dollars, includes data on areas such as defect rates, throughput time and employee retention (Eldenburg et. al. 2014, p. 699). Interestingly, the Balance Scorecard MCS was developed to balance the undue emphasis of the financial performance focus of organisations, with non financial indicators, particularly in the western english speaking countries such as the United States of America and the United Kingdom (Otley 1994, p.
Kochan (2006). Taking the High Road; MIT Sloan Management Review. Vol 41, Issue 4:. Available from Proquest database: http:/www.proquest.umi.com/ (Accessed 4 December 2007).
A Balanced Scorecard can be defined as a “performance management tool which began as a concept for measuring whether the smaller-scale operational activities of a company are aligned with its larger-scale objectives in terms of vision and strategy” (Wikipedia 2009, ¶ 1). Scents & Things will need to develop a balanced scorecard that will assist in meeting and help define the company’s values, mission, vision, and SWOT analysis. The balance scorecard is made up of four perspectives; financial, customer, learning and growing, and internal process. This paper will define each of the four perspectives objectives, performance measures, targets, and initiatives. The paper will also show how the perspectives relate to Scents & Things vision, mission, values, and SWOTT analysis.
The balanced scorecard was introduced by Robert Kaplan, a professor at Harvard University, and David Norton in 1990. The concept was later adopted for a study on new methods to measure performance involving multiple organizations. The balanced scorecard enables organizations to measure performance by providing balance to the financial perspective. Organizations used to measure performance by measuring only the financial measurements and this did not reflect the true performance of the organization. The BSC methodology includes information about the operational measures which gives the management a clearer picture that makes it easier for organizations to plan for short and long term goals.
The research is to find out trends in performance management that have persisted and whether the systems have chosen or included more strategic directions. Specifically, the study surveyed HR professionals in relation to the types of performance appraisal techniques used and how such information was used. The report documented trends in performance management usage among Australia organizations. Performance appraisal continues to be a subject matter and importance to HR specialists. To support this claim, the authors cited surveys of practitioners concerning performance appraisal methods, use and purposes. When comparing the findings with those obtained from earlier surveys, the authors noted a significant shift away from traditional approaches to collaborative and more strategic techniques (BSC, 360 degree).
Performance management is a useful and powerful tool that can be used by managers to identify what areas of their organisation they need to improve to increase the organisation’s overall performance. The idea of a balanced scorecard enforces a sensible distribution of resources and effort across all aspect of performance an organisation is, or should be, concerned with.
Grubb, T. (2007). "Performance Appraisal Reappraised: It's Not All Positive." Journal of Human Resource Education. Vol. 1, (No. 1,): 1-22.