The organisation need to improve the quality of outcomes through a key process. As a General Manager, a report will be presented which will provide a logical argument about the improvement of the organisation and convince the team of leadership to adopt the recommendation made by the general manager (Jones, Woods and Guillaume 2016). The information needed for deciding for improving the performance includes project proposals, record keeping issues, budgetary issues and travel results.
The organisation need to improve the Performance Management Process as the quality of standpoint that would be developed to deliver the product and services (Van Dooren, Bouckaert and Halligan 2015). Performance is considered as the achievement for the organisation where the goals need to be set and are mandatory. The strategic goals of an organisation are contributed through individuals or teams that includes accomplishment and achievements would be based on the outcomes. Performance encompasses the behavioural as well as economic outcomes. The role of the Performance Management Process can be seen in three parts, Doing, Being and Relating (Spekle and Verbeeten 2014).
The management has the concern for ‘being’ with the competencies that are relevant to their performance (Spekle and Verbeeten 2014).
The General Manager has to prepare their mind and ‘doing’ focus on the activities that are effective variably at different organisation levels (Spekle and Verbeeten 2014). Performance is affected by other roles that are dependent on the output manage and the performance of the organisation in whole. Ideas do not work until somebody do it for the organisation.
The relationships nature is emphasised by ‘relating’ the members for the role of horizontal or otherwise network-vertical (Spekle and Verbeeten 2014). The potential of the individual has a linkage with the performance, and the individual realises it the best.
The organisation that will be considered in this report is about the Australian HR Institute (AHRI) which has a national association that represent the people and human resource management (Nankervis et al. 2016). This organisation has around 20,000 members around the globe. This organisation develop the career of an individual, advance the profession of the HR, get support from the HR, are in touch with the latest development of the industry, or grow skills for HR and management for the team. In Australia, the HR sets the professional standard in AHRI through the HR certification; the HR provides training services and formal education, has business skills and people management, holds opportunities for seminars and networking and produces world-class conferences. There is excellence commends by the AHRI in practising HR across Australia about AHRI Awards. Standards being sets by the association through the qualifications of HR across the universities of Australia. They research practising people management, and the governments would develop policy and legislation was the work of the people would be affected.
Performance management begins at the hiring process where the job defined. There is a continuous evaluation for the work of the employees’ that ensure to meet or exceed the expectations.
Today, most of the organisation practice the Performance Management Process. However, 21 % of the employees, unfortunately, had agreed that Performance Management would motivate to do work in an outstanding way (Bititci, Cocca and Ates 2016). The company since want to improve the performance management that needs to create an environment for work to empower the employees to perform the best beyond the abilities that provide continuous opportunities for development also including continuous feedback and coaching. The performance management involves the goal-setting, reward and evaluation. For performance management, the employees are more profitable, creative and productive contributors. The HR professionals need to follow performance management process with effective implementation (Bloom, Sadun and Van Reenen 2015).
For industry, it is essential to start selling the products or services. Some parts of the organisation processes are essential to achieve sales goals (O’Neill, Sohal and Teng 2016). The key component for the sales and the marketing strategy of the organisation is to provide the right type of label on the products. The labelling in the product includes information about the label, link of industry regulations having the standard code of the food. The Australian’s trade measurement laws were applied to the product for sale and the need of the business (Valmohammadi and Ahmadi 2015). The organisation also offer the customer a loyalty or reward program with the incentives to buy the products or services. There are benefits and risks which help decide the customer loyalty program that suits the business.
Performance Management is the existing process that needs more improvement. It is an important component for developing employees. For the organisation, the employees need a comprehensive and a well-executed performance management system where the elements are incorporated for the one-to-one meeting (Chardine-Baumann and Botta-Genoulaz 2014). There would be a performance appraisal and processes that could manage the underperformance. The performances management described for the existing organisation include the remuneration, promotions, performance, terminations, and transfers and develop the needs of the organisation (Gutierrez-Gutierrez, Barrales-Molina and Kaynak 2018). The concept of performance management is much broader concept than disciplinary process or performance appraisal. There is an improvement in the performance of the individual, team, functional and organisational. The organisation has effective performance management that measures the progress that is made towards the achievement made for the business objectives (Ovidiu-Iliuta 2014). They do it through planning, monitoring, establishing, reviewing and evaluating the performance of the functional, team, organisational and individual.
Performance management success could be improved when it uses five key elements that are discussed below
The performance could be improved by
From the proposed improvement process of performance management was gained by the application that is to be used for effective quality management tools and strategies which are listed below:
Tool |
Use |
Comment |
Check Sheet |
The key data could be recorded by simply using the check sheet. |
It needs flexibility and meaningful. |
Control charts |
The data within used to indicate the trends. |
It helps in the evaluation of improvement that measures through effectiveness where the existing and the new process could be compared. For a proper analysis of the data, there is a requirement of inherent QM tools and techniques. |
Scatter Diagram |
The relationship between the data sets is identified with four different pairs. |
With the use of the scatted diagram, some of the data were not presented. |
Pie Chart |
Regarding “day,” some relevant data were grouped to obtain the better picture of the process. |
It is necessary to select the “pie sections carefully” were the most usable data could be present. |
Cause and effect Diagram |
The main cause had been determined and broke down through the development of the process, people, food or product, equipment or facilities. |
Helpless to eliminate the cause but able to determine the important one. |
Pareto analysis |
The same unit of measure has been used to Categories the measurement for each of the cause. |
The most useful tool over here is the Pareto diagram. |
Flow Chart |
The whole process has been employed to provide a diagrammatic picture. |
Flow Chart has only the framework process- thus could not be used in identifying the major causes that could waste time. |
Table 1: Quality Management Tools and Technique
The important aspects of the performance report layout could potentially affect the process of weighing was the report contain the information in the presentation format which is either a table or a graph (Villar, Alegre and Pla-Barber 2014). The effect of presentation format would be managed for judgment and decision-making in the context of accounting management. When an individual has a low knowledge of accounting, it will perform better with a complex decision-making task where the information is provided in the form of graphs rather than in tables. However, it has been noticed that an individual perform much well with information that is provided in tables rather than graphs. The presentation format is context dependent which in line with Cognitive fit Theory that poses the graphs provided with spatial representations of information (Kampkötter and Sliwka 2016).
On the other hand, tables are emphasized to symbolic information and extracted values that have specific data. The Cognitive fit theory distinguishes between symbolic and spatial information as well as tasks. Spatial information was require by spatial tasks, and symbolic information are required by symbolic tasks which fits the characteristics between the task and the presentation format to increase the performance. With data presented in tables, the tasks are performed better. Some tasks require decision-makers were one specific piece of information could be extracted from a large set. Certain information has provided some benefits to the tasks require decision-makers that could integrate the information where it could identify the relationships or trends that are over time.
It has been argued that the number of subordinates’ performance is based on the information that is available in the performance reports and is easier to achieve while presenting data in graph or tables (Bloom et al. 2016). There had been done a comparison between the new and the old process of performance management for different measures and individuals. Through the use of graphs that have dominant sense and it decodes the information in the reports and provides an overall conclusion about the relative and absolute performance of the individual that have little cognitive effort. When there is a limited time available to evaluate the process, then the general managers rely on the data from the graphs which are therefore more likely and accurately develop the picture for achieving the overall performance of the subordinates rather the managers that could extract the tables’ information. The use of tables versus graphs is set for performance evaluation which is consistent with the reasoning (Oehmen et al. 2014). The presentation format is thus examined that could influence the format for six months from the sales data during the appraisals of the performance of salespersons. There was no consistent difference between the managers’ appraisals who evaluate the data that are in the table and graphs. Across the six months, no much variance would be found. If the information is presented in graphs than the evaluation rating would be low. Thus, the evaluators found a graph to be the easier way to recognise the patterns that are available in the time series data.
Performance management information is related to risk which is based on a variety of organisational elements that could conversely facilitate or inhibit the performance management processes and risk integration (Nankervis et al. 2016). For instance:
Performance Management is implicitly related to risk. The tools of performance management could provide information for risk without having many additional efforts (Engert, Rauter and Baumgartner 2016). For instance:
Conclusion
Form the above report it could be concluded that the performance management system for the organisation has intended to implement and satisfy the expectations of the stakeholders for the long run. The organisation has followed all the important phases that they have come across with the existing process but still had to proposed the new performance management process to ensure that the system has followed a new strategy that is aligned for the long-term vision and the industry could be guided through its operations. Moreover, the implementation of the performance management system by the organisation will help them to focus on deciding a more accurate way. The process would enable the employees to develop their skills on professionalism which would be for long term. Therefore, the result would allow the employees to contribute to a long-term success that is needed for the organisation. This could be done by providing valuable ideas that need to be improved for getting the quality results. There are appraisal systems in the organisation for both the general manager and the employees which would be used to encourage the leadership team to achieve good results in the respective positions.
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