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Discussion on: Dimensions of Managing Organizational Performance

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ShantaMilan

In the words of Armstrong, “The management of organizational performance is the prime responsibility of top management who plan, organize, monitor and control activities and provide leadership to achieve strategic objectives and satisfy the needs and requirements of stakeholders. (Armstrong, 2012, p. 328)”

“The term ‘Performance Management and Measurement’ refers to any integrated, systematic approach to improving organizational performance to achieve strategic aims and promote an organization’s mission and values. In that sense Organizational Performance Management is quite different than individual Performance Management which specifically targets the personal performance of an employee although the latter comprises an essential part of the overall organizational performance framework. (Salem, 2003, p. 2)” Thus management of organizational performance is the process of preparing organization performance for equal if not better performance in the uncertain future.

The dimensions of managing organizational performance are;

Creating Vision for the future: Organization while managing performance needs to create a vision for the future first. Based on the vision the performance system and strategies are formed. This helps the organization to stay focused and rooted on their goal even at times of uncertainty.

Planning: Based on the set vision planning is done for meeting the uncertainty of the future. This is based on the review of the current organization situation and new intervention plans are planned for future improvements. For example if a company is planning to extend its operation in a new district the planning will be for preparing a work force that can start right away as soon as the new factory is set up.

Designing, developing and implementing improvement interventions: The planning is based on the survey of the organization current potential. The designing is also done based on the current situation. New and better improvements of job performance are prepared for the future. The individual job standards are designed and set to meet the goal/vision of the organization. For example the planned and prepared work force are specifically and individually catered job standard. These job designs are pre-set to mutually support with the overall objectives of the organization.

Designing, redesigning, developing and implementing measurement and evaluation systems: All implemented planning and design needs to be analysed for their met output. So proper evaluation system for this analysis needs to be developed to ascertain if the strategies have achieved their stated objective. In other words work performance evaluation systems are designed and developed. The evaluation system will be implemented to see if the specifically designed jobs have supported in achieving the organization vision and if not then the planning and designing are redone.

Reward system: Depending upon the evaluation of the performance rewards systems are developed and put in place. The employees are motivated with the rewards system to continually perform better.

References

Armstrong, M. (2012). ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICES (12 ed.). Kogan Page Limited.

Salem, H. (2003). Organizational Performance Management and Measurement. Beirut: Economic and Social Council. Retrieved from unpan1.un.org/intradoc/groups/publ...