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Essay 1

Many years ago I used to work at Supermart, a convenience store that I still frequently visit. Supermart’s facility has been in existence in the state for years and based on the nature of operations the store is exemplary in many ways. Performance management describes the process of guiding the employees in the utilization of the organization’s systems in an attempt to facilitate the accomplishment of individual career goals that align with the strategic goals of the company (Aguinis, 2013). At Supermart, the management under the leadership of the CEO steers the process by mentoring employees then maintaining constant communication with the personnel while assessing the capabilities of the individuals in fulfilling the agenda of the company.

The store’s approach that considers performance management as a continuous process that commences with the identification of the objective of the company and that of employees followed by training while providing support technologies has been successful in many ways. However, the process of accessing the performance needs of the employees has been falling short in imparting the necessary skills that empower employees to make decision in times of constraints in duties. The example of a case is addressing a problem caused by the customer. On several occasions, confusion arises if a client mishandles a product on display at the store. Instead of dealing with the issue as it occurs, the employee resort to contacting the supervisor to redress the problem. The reaction is an indication that the supervisors mentor the junior staff on ways of communicating with customers but fail to empower the personnel to address customer issues instantly, which leads to one the main dangers of poorly implemented PM system, waisted time and money (Aguinis, 2013). The utilization of technology while enhancing independent decision-making could have averted such problems.

The recurrence of concerns that highlight the incompetence of the employee communicating with the customer effectively in times of crisis proves the existence of an ineffective performance management system. The management is failing in the formulation of strategies that help resolve immediate concerns affecting the relations of employees with customers. The structures require readjustments that enhance the creativity of the employees by encouraging rational thinking in decision-making before soliciting advice on the supervisor. As noted, the bureaucracy in communication projected signs of poorly implemented performance management systems. The organization ought to have implemented systems that encourage the supervisor to judge the competence of the employee based on the ability to respond to a problem caused by the customer in real time without having to consult.

Reference

Aguinis, H. (2013). Performance Management (3rd ed.). Upper Saddle River, NJ: Person/Prentice Hall.

ISBN: 978-0-13-255638-3

Essay 2

The performance management system in my organization leaves a lot to be desired. For the purposes of this post I will focus on just a few of the issues that are systemic across my organization but this is in no way a full accounting of all of the fallacies that may reside within. We ask a lot of our active duty personnel and the Federal workforce. We have to ensure that there is an adequate system in place to ensure they are getting timely feedback, and being rewarded for their continuing sacrifices that they make.

Within my organization we have active duty officers and enlisted personnel that are tied to the Officer Performance Report/Enlisted Performance Report system of annual evaluation that are inflated to the point that it renders them nearly useless. We also have a federal technician workforce that is evaluated on an annual basis with a mid-year check in as well. While the framework of the technician system is sound, the consistency by which supervisors evaluate their personnel vary greatly from section to section. This variance by which members are rewarded for their performance also varies considerably. An average performer may receive a financial incentive or time off after their award period in one section while a superior performer may only receive a pat on the back in another. This inconsistency in approach has led to many of the items that we discussed in our blackboard collaborate discussion to include increased turnover, decreased motivation to perform, and employee burnout just to name a few.

My organization has placed great trust that supervisors will select the best method to reward individuals for their efforts. Supervisors can select from either a time of award or an on the spot cash award to recognize their staff. What the organization needs to do a better job of is ensuring that these incentives are being given in a manner that is consistent across the board. Senior leader involvement is required to hold those supervisor’s feet to the fire to ensure they are following through and doing the leg work to properly reward their staff for the hard work that they are putting in. We also struggle with blanket incentives where all members of a given section are receiving the same reward for the evaluation period. This is leading to animosity among the staff and decreased motivation.

Essay 3

I was recently employed by a health care facility that wrote the handbook on poorly implemented performance management systems. There was a lack of objective performance data assessment metrics within this organization; due to this, there was the appearance of bias in performance rating. While there may have been some formal performance assessment, in the year I worked at that facility I had never had one or met with my supervisor to discuss expectations, strategic goals or the companies vision/mission. There needed to be an implementation of a consistent and continuous assessment metric that would show in a clear perspective of what exactly was required and how performance was rated. Lower level employees did not fully understand the procedure with which was used to award promotions or performance-based pay raises. Due to this, there seemed to be an unclear system of reward. This, in turn, would raise a lot of questions among the employees within the organization.

The manager had established a very close relationship with some employees and favored those over others, and as a result, there was the appearance of preferential treatment at the expense of those who typically performed the best but did not have a personal relationship. Suffice to say, the seeds of discord were sowed among employees and hatred took root, calling it a hostile work environment would be putting it mildly.An efficient performance management system would allow for the appearance of appropriate administrative actions. When employees understand how they are ranked, there is “improved interpersonal relationships and enhanced supervisor-subordinate trust” (Aguinis, 2013).Prior to starting this job, I presumed that all adults were familiar with workplace etiquette, this was a false assumption, and we cannot expect people to know what they do not know. This organization needed training on minimizing bias and professional relationships. Professional boundaries are clearly established limits between coworkers that allow for effective functioning. Biases can be explicit or implicit, i.e., conscious or unconscious. It is difficult to overcome an implicit bias because many times we do not realize we are being biased. Training allows for an increase in our awareness of the potential for bias to exist and then, consciously, work to overcome it or not be influenced by it.

As with any organization that is lacking in performance management, employee turnover, burnout, job dissatisfaction, and litigation were common issues. A vast majority of employees felt like the program or rather the policies made were aimed at oppressing the staff members and made it difficult to report workplace violations. This led to quite a number of staff feeling voiceless and lacking the motivation to work towards achieving the goals of the organization. The solution here is to ensure that the employees can become engaged in the policy making of the organization. “Inclusive systems allow for less employee resistance, improved performance, and fewer legal challenges”(Aguinis, 2013). Employees contribute more when they feel like a part of the family and have a mindset of achieving all that the organization has planned.

 
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