Essays on Design and Implementation in Organizations Assignment

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The paper "Design and Implementation in Organizations" is a perfect example of a Management Case Study. The designing process for the company’ s performance management system started with the identification of its mission, values, and strategic goals needed to be accomplished in order to remain competitive and profitable. The major focus was placed on the identification of how the management and employees can participate effectively in supporting organizational objectives. It was assumed that by adopting a big pictorial approach of the organization, managers harness individual efforts in a way that provides practical measures of organizational effectiveness.

In essence, the whole idea of designing a performance management system was guided by the series of activities involved in the systems that can assist the organization to achieve enhanced performance it desires from its workforce. Identification of the organization's goals values and mission also entailed analysis of how the goals are communicated to all stakeholders (Grote 198). The organizational goals identification involved scaling down to the departments to establish the goals and the planning for every department in Pasifika Petroleum Company. The goals for each department were identified and streamed towards the overall strategic goals in introducing the performance management system. The pivotal stakeholders of the company including customers, business partners, shareholders, and the community were consulted and evaluated to determine their understanding of the company’ s goals, vision, and mission.

Consultation of important stakeholders on their views about the proposed performance management system as a solution to the company’ s problems sought to garner enough support required during the implementation process. The key stakeholders’ consultation process particularly minimized the resistance expected in almost every change initiative in organizations.

Through the stakeholders’ consultation process, the system managers were able to identify the key risks associated with every party. The risk analysis step was crucial in identifying ways of dealing with stakeholders’ fear in the company operations in order to address them through the performance management system (Mathis and Jackson 33). This step was crucial in establishing substantial support for the implementation of the system by guarantee the stakeholders that the systems aimed at resolving or addressing their concerns about the company’ s operations. The whole picture of the systems was presented in a manner that suggested that the system would lead to improved profitability, development of employees and an overall improvement in Pasifika Petroleum Company.

Adequate support for the system implementation was garnered through the involvement of all key stakeholders from the change initiation stage, planning, and execution of the plan. Frequent meetings to address the need to embrace the system as well as collecting different views from the stakeholders made them feel as part of the change initiative thereby preparing them to implement the system as if it was their own initiative.

The reward system and recognition were to be part of the system implementation process. THE BUSINESS STRATEGY AND HRM STRATEGY THE PERFORMANCE MANAGEMENT SYSTEM SUPPORTS One of the key elements in Pacifika’ s business strategy is the commitment to remain highly innovative in the products it offers to the market while maximizing profitability and cutting the cost of operation. In this case, the company views operational excellence as the key strategy in ensuring that its business strategy remains relevant in the increasingly competitive markets. Since the performance management system seeks to enable the organization to get the desired performance from its workforce, it, therefore, supports the company’ s commitment to the operational excellence strategy.

The system seeks to emphasize important issues crucial in promoting operational excellence such as review of job description and recruitment and production induction of new employees. The performance management entails identification of performance expectations, provision of performance direction, assessment of job performance, conducting performance appraisals, and encouragement of employees’ participation in supporting the organizational business strategy (Mathis & Jackson 126).

Work Cited

Cadwell, Charles. Performance Management, New York, NY: AMACOM Div American Mgt Assn, 2000. Print.

Grote, Richard C. The Complete Guide to Performance Appraisal. New York, NY: AMACOM, 1996. Print.

Mathis, Robert and John, Jackson. Human Resource Management: Essential Perspectives. Stamford: Cengage Learning, 2011. Print.

Nyambezi, Vuyo. Development of a Performance Management System for the SABC (Port Elizabeth), 2009. Web. 31/05/12.

Smith, Shawn and Rebecca, Mazin. The HR Answer Book: An Indispensable Guide for Managers and Human Resources Professionals, 2nd ed. New York, NY: AMACOM Div American Mgmt Assn, 2000. Print.

Vance, Charles and Paik, Yongsun. Managing a Global Workforce: Challenges and Opportunities in International Human Resource Management, 2nd ed. New York, NY: M.E. Sharpe, 2010. Print.

Williams, Richard. Managing Employee Performance: Design and Implementation in Organizations, 2nd ed, Stamford: Cengage Learning EMEA, 2002. Print.

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