Essays on Performance Management is More Trouble than its Worth Essay

Download full paperFile format: .doc, available for editing

The paper "Performance Management is More Trouble than it’ s Worth" is a wonderful example of an essay on management. This essay presents arguments that support and oppose three propositions namely: ‘ Performance Management Is More Trouble than it’ s Worth’ ; ‘ The Glass Ceiling is a Myth’ , and ‘ Labour Standards Should be Included in all Trade Agreements’ . For each proposition, the essay has indicated the author’ s considered opinion. In the conclusion section, there is an indication of the lessons learnt in each case study. In the first case study, the writer learnt the need to link performance management to overall organisational strategy.

The glass ceiling is not entirely a myth, and the fact that employment relations are also governed by international labour standards are the lessons learnt from case studies two and three respectively. The supportive argument The reliance of on performance measurements which are ill-linked to organisational strategies and objectives is according to Holmberg (2000), one of the greatest weaknesses in performance management. If performance management is done without a clear link to the organizational strategy (which is often the case if Holmberg’ s (2000) views are anything to go by), then all the efforts put in measuring performance and managing it does not add any value to the organization.

Busi and Bititci (2006) further note that most performance management practices target internal functions such as punctuality to work but fail to link such internal functions to customer needs and overall organizational performance. For example, an organisation that has a highly punctual employee base may not necessarily perform well in satisfying customer needs or enhancing the company’ s performance. In other words, the efforts put in performance management do not always translate to good organisational performance. The failure of performance management, most especially where performance management systems are used are indicated as very high at 70% (Neely & Bourne 2000).

Yet, too much work goes into developing performance management systems, to an extent that some organisations are lost in the development process, hence losing sight of the main reasons why the performance management was being designed and implemented (de Waal & Counet 2008). The negative case As indicated by Brumback (2003), a world without performance management would not only be random but also chaotic.

In other words, Brumback (2003) is alluding to the fact that performance management makes workplaces more manageable and ordered hence increasing the likelihood of attaining set objectives. Brumback (2003) further indicates that the problem with unfruitful performance management is not in the process itself, but in the shortcomings present in performance managers. The performance management process must also be linked to the overall organizational strategy and must follow four indicated phases if it is to have value for the organization. The four steps are: setting expectations for behaviours and results; nurturing, monitoring and rescuing performance; appraising performance; and sanctioning the appraised performance for accountability purposes (Brumback 2003). Own opinion I believe that both the proponents and opponents of the statement that performance management is more trouble than it is worth have varied points.

Personally, however, I agree with Brumback’ s (2003) argument that a workplace without performance management would be chaotic and random. I also think that if aligned with the strategic goals and objectives of the organisation, performance management should have a positive effect and be of value to the overall firm performance.

The performance managers should also avoid losing sight of the overall organisation goals during the design and development of performance management models. Specifically, they should always keep in mind what the organisational goals and objectives are. The goals and objectives should act as the foundation on which the performance measurement model is built. For instance, instead of using punctuality as a key performance indicator, performance managers should use deadlines, customer satisfaction, employee turnover and profit levels as some of the important performance indicators.

References

Bombuwela, P M & Chamaru, D A 2013, ‘Effects of glass ceiling on women career development in private sector organizations- case of Sri Lanka’, Journal of Competiveness, vol. 5, no.2, pp. 3-19.

Brumback, G B 2003, ‘Blending “we/me” in performance management’, Team Performance Management: An International Journal, vol. 9, no. 7/8, pp. 167-173.

Busi, M & Bititci, U S 2006, ‘Collaborative performance management: present gaps and future research’, International Journal of Productivity and Performance Management, vol. 55, no.1, pp. 7-25.

De Waal, A & Counet, H 2008, ‘Lessons learned from performance management systems implementations’, International Journal of Productivity and Performance Management, vol. 8, no. 4, pp. 367-390.

Grandi, L P 2009, Trade Agreements and their Relation to Labour Standards: the current Situation. Issue Paper No. 3, International Centre for Trade and Sustainable Development, Geneva, Switzerland.

Holmberg, S 2000, ‘A system perspective on supply chain measurement’, International Journal of Physical Distribution & Logistics, vol. 30, no. 10, pp. 847-868.

Kaufmann, G., Isaksen, S.G., & Lauer, K 1996, ‘Differences in upper level management: the case of innovator orientation’, European Journal of Work and Organisational Psychology, vol. 5, no. 1, pp. 29-41.

Neely, A & Bourne, M 2000, ‘Why measurement initiatives fail’, Measuring Business Excellence, vol. 4, no. 4, pp. 3-6.

Stern, R M 2003, ‘Labour standards and trade agreements’, Research Seminar in International Economics, Discussion Paper no. 496, pp. 1-26.

Download full paperFile format: .doc, available for editing
Contact Us