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Employee Rewards and Recognition
Philosophies of performance improvement
Employee Rewards and Recognition
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Recommended: Employee Rewards and Recognition
Performance Improvement Programs are programs designed to improve performance of employees in the areas of attendance, participation, productivity, product or service quality, teamwork, etc. Performance improvement highlights processes and systems that need to be improved. Then, there is a follow-up with an action plan to improve the outcomes.
Three critical elements of performance improvement programs are time spent on improvement, improvement skills and mechanisms, and improvement perspective and goals. The two main ways to focus on an improvement process is result focused and process focused.
Performance can be considered improved if the time spent on a product or service is reduced. Management support must increase when addressing performance improvement programs with time spent on improvement. When management support is increased, employee motivation is heightened. If the employee's efforts are rewarded quickly or if the positive results of the improvement comes quickly, then employee motivation if further heightened. Focusing on time spent on a product or service is considered a process focused action.
Performance can be considered improved by improving the skill-set of the employees and improving the mechanisms by which the product or service is delivered. As employees are trained to learn new skills or enhance their current skill-set, they are equipped to improve the service or product they deliver. Focusing on this area for improvement is considered a process focused action.
Thirdly, performance can be considered improved if the perspective or goals are improved to better meet the vision of the company. Items that fall under the category of perspective or goal improvement are scheduling, safety, quality, cost, and change management. Focusing on perspective or goals is considered a result-oriented action.
Employee recognition programs are programs designed to recognize employees for quality, outstanding delivery of a product or a service. Employee recognition programs are very popular in regards to motivating employees. Employees can be rewarded immediately upon their accomplishment or rewarded at a later, specified date.
Performance improvement programs are focused on future outcomes. Two types of performance improvement programs are employee training and pay-for-performance. Employee training is any means of training that enhances the skill-set of an employee. Pay-for-performance is compensation for an employee's productivity.
There are advantages and disadvantages to both performance improvement programs. The advantage of employee training is that it better equips the employee to deliver a higher quality good or service.
Response: Recognition is a big factors that helps with employee satisfaction and motivation. When an employee is excelling in their work and completing all goals and objectives, there hard work is recognized by means of gifts, announcements, and even the prime parking space at the organization.
It provides performance improvement practitioners, performance technology consultants, human resource specialists, quality leaders and others interested in improvement with framework foe accountability and integrity. It is based on RSVP – the four essentials for successful performance improvement practices and the first four performance technology standards:
All operations have in common three main characteristics: inputs, actions (process) and outputs. When measuring performance, we need to consider these component parts having always in mind the five performance indicators.
The Goal: A Process of Ongoing Improvement is a very popular and bestseller book in management section. Eliyahu M. Goldratt and Jeff Cox wrote the book in 1984. It comes in 390 pages. It published by The North River Press. In 20 years, over than three million copies were sold, translated into 21 languages and taught in over 200 collages. The way the book is written was like telling a story although the contents are science. That is because the author thinks it is the best way for education.
Preview: This book provides a lengthy indoctrination of the what and why of performance management. This summary will cover both the pragmatic and practical pieces of the text; while excluding some of the specific instruction for those who oversee the overall orchestration of performance management in the workplace. The purpose of this paper is to allow its readers to grasp some main themes of performance management and develop a vocabulary for discussion and debate of the topic.
Performance management aims to manage and improve individual performance with a vision to improving performance across the entire business. [Walter. M, 1995] defines performance management as the process of ‘Directing and supporting employees to work as effectively and efficiently as possible in line with the needs of the organisation’. It is very important to direct and support employees to work efficiently, and this can only be successful if a well-structured performance management system is put in place. But, nonetheless some organisations don’t get it
In conclusion, each segment of the performance management process holds a vital link to the next. Not unlike knocking over one domino in a series, it has an effect on the next domino. If one portion in the process is dysfunctional, the next may be identical in its dysfunction – and on and on.
Reward and recognition has to be promoted for small and large achievements. An effective reward’s program keeps employees engaged, dedicated, and committed to the organization.
Performance Management is a critical component to organizational success. However, creating, developing, and maintaining a system that captures all the characteristics of an ideal performance management system should involve an ongoing collaboration between leadership and employees to achieve a successful outcome. After all, the performance and success of the organization is dependent upon the employees. Therefore, performance management should incorporate organizational goals, employee goals, and continuous feedback that reflect individual’s contribution (NorthCoast 99, 2012).
When implementing a new performance management system in an organization there are both advantages and disadvantages that need to be taken into consideration by the design team. However, one of the best ways to know if a performance management system is effective is by implementing the system within the organization and then continuously monitor and reevaluate if the system is still relevant to the organizational
Performance management is a management tool used to value, monitor and measure a company’s strategies that ensure the efficiency and effectiveness of its product delivery. This management tool does not focus on the organisation and on its employees as well as stakeholders. It is a continuous process that entails that managers make sure that organisational and employee values are corresponding (Aguinis, 2005,p.1/2-1/5). Performance Management brings about the competencies in the employees, increases self-esteem by giving feedback to employees, there is a low number of lawsuits because it helps understand the company better (eThekwini Municipality, 2008,p.10-11). According to Pride, Hughes and Kapoor (2011, p.288) performance management creates motivation for employees; one theory of motivation is of Expectancy, which stipulates that employees satisfaction is driven by expectations of what an organisation will offer in return.
Performance management is a great tool for both the employee as well as the organization. For the employee, it gives the employee a clear picture of his areas of improvement and helps him improve and grow. From the organization’s perspective, it lets them understand the potential they have in their employees and how to realize them. It helps them to analyze who are worthy of being held onto and whom to let go so that the organization grows. In all, an effective tool, if used in the correct manner by all the parties involved.
Performance management is a process that guarantees an organisation and all of its available resources are working collectively and effectively towards achieving the organisation’s mission or goal. Performance management affords an understanding of what drives an individuals, and even organisations, performance at all levels. An understanding of performance management allows for the identification and minimisation of unproductive areas of an organisation, as well as an ability to predict future performance. It is a powerful tool that can be used by managers at all levels of an organisation to help improve a company’s productivity.
There are several reasons organizations initiate performance evaluations, however the standard purpose for performance evaluations is to discuss performance expectations; not only from the employers perspective but to engage in a formal collaboration where the employee and the manager are both able to provide feedback in a formal discourse. There are many different processes an organization should follow when developing its performance evaluation tool; in addition essential characteristics that must accompany an effective performance appraisal process. I will discuss in detail the intent of a performance evaluation, the process an organization should follow in using its performance evaluation tool, along with the characteristics of an effective
...change. The organization must provide training that fosters the attitude of using performance management. The organization must be prepared for long-term utilization and have resources to support the performance management plan.