Discuss about the Performance management system of O’Mara Electronics.
Performance management system aims to promote as well as improve effectiveness of skilled professionals. In accordance with the opinion of Sutheewasinnon, Hoque and Nyamori (2016), performance management systems enable the hierarchy of business organization to keep a track as well as review the employee’s performance. Not only this, this system also reviews the performance of departments as well as the company overall. In this particular study, diagnosis of performance management system has been conducted here with reference to case study of O’Meara Electronics. Apart from this, comparison between 360-degree feedback and self-appraisal has been explained in this particular study. Possible recommendations on performance management system are covered in this particular study.
Diagnosis of Case Study Performance Management System
From the case study, it has been observed that O’Meara Electronic is facing problems regarding low profitability. It has been observed from the case study that this reputed organization’s market positioning is declining. This means the company is losing its competitive advantage in the market. As a result, it is required for the management to bring a change in its working procedures. It has been observed that in earlier times, it had worked to a position-based remuneration system. But now, they need to adopt a person-based system. It is seen that that that previously the organization had achieved its targeted objectives. It has been noticed that the company is facing problems in managing work-teams. It is seen that these teams are not at all self-managed. Therefore, they are seeking for guidance and instructions from the upper-level management. In other words, the lack of self-management among the staffs working at O’Meara Electronics is hampering the overall productivity to a certain extent. From the case study, it has been noticed that when Kurt, Consultant of the company was taking about the importance of linking the individual performance with that of goals and objectives of the company, Nick, an engineering technician had commented that they are not aware of performance goals. This shows that performance management had some loopholes. In other words, performance management system is not at all effective. This shows that this ineffective performance system is one of the root causes that results in low productivity. This also causes declination in market positioning.
It is seen that majority of the skilled professionals are of the opinion that the performance management systems do not have procedures as well as actions for managing performance. It has been identified by the skilled professionals that the supervisors as well as employees do not believe in teamwork. As a result, lack of teamwork results in lack of coordination between managers and the staffs. It has been observed that this company do not have the programs which is supportive of workforce, supervisor as well as manager. Not only this, lack of incentive schemes is also demotivating the employees as well as supervisors to work in a collaborative and coordinated manner. As a result, the employees are suffering from low morale and motivation, which is creating an adverse effect on the performance of the employees. As a result, market position of O’Meara Electronics is declining and the company is also facing problems regarding low levels of productivity.
As a consequence, the company is also suffering from low profitability. Had the company has an effective performance management system, it could have earned more profitability. In accordance with the opinion of Buckingham and Goodall (2015) ineffective performance management system results in poor productivity. According to Tyagi et al. (2016), ineffective performance system creates a problem for the management to review the performance of the employees, managers along with supervisors. From the case study, it is seen, ineffective performance management systems create a problem for the managers to measure the performance delivered by employees of O’Meara Electronics.
360-degree feedback
In accordance with the opinion of Van Dooren, Bouckaert and Halligan (2015), 360-degree feedback is a performance management tool which reviews the performance of the employees. According to Karkoulian, Assaker and Hallak (2016), it is the process where skilled professionals receive confidential feedback from individuals working around them. It has been observed that workforce receives feedback from individuals working around them. On the other hand, Bertone and Witter (2015) commented that it includes the skilled professional’s managers, peers along with direct reports. In this context, it can be stated that managers as well as supervisors often takes help of this feedback form to getting an idea regarding its strengths as well as weaknesses. On the other hand, Tee and Ahmed (2014) asserts that 360-degree feedback comprises of questions which are measured on the rating scale.
It is seen that the raters are asked by their peers or managers to give written comments on the rating scale. In accordance with the opinion of Hoffmann et al. (2016), it is seen that self-rating survey is being filled by the individual who is receiving feedback. According to Loza (2018), same survey questions will be filled up by the individual who is receiving feedback. It is seen that 360-degree feedback enables the managers to perceive the employees. On the other hand, Buckingham and Goodall (2015) commented that this tool enables the employees to perceive themselves.
Self-appraisal
From the perspective of Tee and Ahmed (2014), it is a useful tool which is used by the employees to get a clear view of their strengths and weaknesses. In accordance with the opinion of Loza (2018), This particular tool is used by the employees for measuring their performance level within the environment of the respective organization.
It is seen that this self-appraisal is used for measuring the performance of skilled professionals only. On the other hand, it has been observed that 360-degree feedback is used not only for getting an idea of the performance level of the employees but also for obtaining a clear idea on the performance of the departments and the company overall. In accordance with the opinion of Bertone and Witter (2015), employees become aware of strengths as well as weaknesses. In other words, this particular tool enhances the self-awareness of its workforce. On the other hand, Loza (2018) 360-degree feedback aids the companies to become knowledgeable about the key strengths as well as weaknesses of the workforce as well as the organization overall.
Recommendation
It is a suggestion for senior managers working at O’Meara Electronics to adopt both the performance management systems such as 360-degree feedback and self-appraisal systems. 360- degree feedback should be implemented at the end of every year. On the other hand, self-appraisal system should be commented at the end of every week. By incorporating self-appraisal system will help the team member to assess their level of performance within the working procedures of the respective organization. It has been observed that by incorporating self-appraisal performance management system, it is possible for the employees to improve their performance thereby improving the overall productivity of O’Meara Electronics. By implementing 360-degree feedback within the working procedures of the business firms, it is possible for the organization to obtain an understanding on the strengths as well as weaknesses of each and every employee of the respective organization. It enhances the self-awareness of the employees working at O’Meara Electronics.
Conclusion
From the above discussion, it can be deduced that both 360-degree feedback system and self-appraisal system are capable of improving the market position of O’Meara Electronics. Not only this, both these systems are capable of enhancing the overall productivity as well as profitability of the respective business firm. In this way, it is possible for the company to maintain a competitive advantage in the existing market
References
Bertone, M.P. and Witter, S., 2015. The complex remuneration of human resources for health in low-income settings: policy implications and a research agenda for designing effective financial incentives. Human Resources for Health, 13(1), p.62.
Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard Business Review, 93(4), pp.40-50.
Hoffmann, M.D., Duguay, A.M., Guerrero, M.D., Loughead, T.M. and Munroe-Chandler, K.J., 2016. Exploring varsity head coaches’ perspectives of 360-degree feedback. Journal of Exercise, Movement, and Sport, 48(1), p.102.
Karkoulian, S., Assaker, G. and Hallak, R., 2016. An empirical study of 360-degree feedback, organizational justice, and firm sustainability. Journal of Business Research, 69(5), pp.1862-1867.
Loza, W., 2018. Self-Appraisal Questionnaire (SAQ): A tool for assessing violent and non-violent recidivism. Handbook of Recidivism Risk/Needs Assessment Tools, p.165.
Sutheewasinnon, P., Hoque, Z. and Nyamori, R.O., 2016. Development of a performance management system in the Thailand public sector: Isomorphism and the role and strategies of institutional entrepreneurs. Critical Perspectives on Accounting, 40, pp.26-44.
Tee, D.D. and Ahmed, P.K., 2014. 360 degree feedback: an integrative framework for learning and assessment. Teaching in Higher Education, 19(6), pp.579-591.
Tyagi, V.V., Pandey, A.K., Buddhi, D. and Kothari, R., 2016. Thermal performance assessment of encapsulated PCM based thermal management system to reduce peak energy demand in buildings. Energy and Buildings, 117, pp.44-52.
Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in the public sector. Abingdon: Routledge.
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