Organizational performance management is considered as one of the most vital component for any organization to function effectively. It mostly involves the heads or the boards who plan, organize, monitor the plan in action and control ongoing/upcoming activities while also providing direction with leadership to achieve targeted objectives / goals (Taylor, 2014). There are five dimensions to organizational performance as stated by Sink and Tuttle, which are as listed below (Sink & Tuttle, 1990):
Vision: Leader must be able to create a clear vision of how the organization is to perform. With a clear vision the leader can pass that on to the team who can follow better/effectively. If the leader demonstrates a long term commitment with focus on his sub-ordinates within the organization and proving them proper training opportunity and career map makes them feel more values and the organization can move ahead with the leader’s vision.
Planning: It involves of first identifying the current state of the organization including the areas of improvement and then working on the areas that need improvement to make the organization better.
Improvement of goals: Any objectives or targets set doesn’t mean they’re hard coded and can’t be reverted. So, the leader should always be able to look for areas to improve the goals and then design, develop and implement such strategies to improve the goals and the final outcome.
Evaluation: The goals and objectives set need to be evaluated as well. For this an effective evaluation system and implementation measures should be properly designed and developed.
Reward and Reinforce progress: Keeping a proper cultural system and using that as a tool to reinforce (either positively or negatively) people might act as a strong motivating factor to push them to do the works at the best of their capacity resulting in the achievement of the organizational targets.
References
Sink, D., & Tuttle, T. (1990). The performance management question in the organization of the future . Industrial management, 32 (1).
Taylor, J. (2014). Organizational Culture and the Paradox of Performance Management. Public Performance & Management Review , 38 (1), 7-22.
For further actions, you may consider blocking this person and/or reporting abuse
We're a place where students share, stay up-to-date, learn and grow.
Organizational performance management is considered as one of the most vital component for any organization to function effectively. It mostly involves the heads or the boards who plan, organize, monitor the plan in action and control ongoing/upcoming activities while also providing direction with leadership to achieve targeted objectives / goals (Taylor, 2014). There are five dimensions to organizational performance as stated by Sink and Tuttle, which are as listed below (Sink & Tuttle, 1990):
Vision: Leader must be able to create a clear vision of how the organization is to perform. With a clear vision the leader can pass that on to the team who can follow better/effectively. If the leader demonstrates a long term commitment with focus on his sub-ordinates within the organization and proving them proper training opportunity and career map makes them feel more values and the organization can move ahead with the leader’s vision.
Planning: It involves of first identifying the current state of the organization including the areas of improvement and then working on the areas that need improvement to make the organization better.
Improvement of goals: Any objectives or targets set doesn’t mean they’re hard coded and can’t be reverted. So, the leader should always be able to look for areas to improve the goals and then design, develop and implement such strategies to improve the goals and the final outcome.
Evaluation: The goals and objectives set need to be evaluated as well. For this an effective evaluation system and implementation measures should be properly designed and developed.
Reward and Reinforce progress: Keeping a proper cultural system and using that as a tool to reinforce (either positively or negatively) people might act as a strong motivating factor to push them to do the works at the best of their capacity resulting in the achievement of the organizational targets.
References
Sink, D., & Tuttle, T. (1990). The performance management question in the organization of the future . Industrial management, 32 (1).
Taylor, J. (2014). Organizational Culture and the Paradox of Performance Management. Public Performance & Management Review , 38 (1), 7-22.