The paper "HR Strategic Performance Management - Department in the South Australia State Government" is a perfect example of a management case study. One of the Departments in the South Australia State Government has seemingly been found to be experiencing a number of performance management issues. These issue range from low employee morale all the way to lack of implementation of the Policy on Performance Management in the Public Sector. An HR Strategic Performance Management Plan is necessary in order to help solve the situation in the Department. The recommendations made are geared towards alleviating the identified problems in this State Government Department.
In conclusion, therefore, Performance Management should be taken seriously by any organization or Department so as to boost organizational performance. Introduction 1.1 Purpose The purpose of this report is to provide information related to an analysis of the performance management system and practices within the XYZ Department. 1.2 Authorisation This report has been authorised by the Director XYZ Department of State Government of South Australia and has been written by Abdulhamid Hussain Alwabari, the Director of Human Resource Management. Method of investigation Various texts and journals Government of South Australia (n. d.).
South Australian Public Sector Values and Behaviours Framework. Available at: http: //publicsector. sa. gov. au/wpcontent/uploads/20150710-Public-Sector-Values-and-Behaviours-Framework. pdf Background 2.1 Introduction First and foremost, I am glad to have recently joined this Department as the Director of Human Resources. Having thoroughly viewed and analysed the Department’ s recent Staff Satisfaction and Organizational Surveys as well as exit interview information, I have observed a number of concerns that I strongly feel should be addressed in order to manage the performance of the staff in this Department. To begin with, there are low levels of morale and motivation amongst staff members in this department.
Secondly, bullying and harassment are quite prevalent compared to the levels in other Government Departments. Thirdly, there is a lack of effective induction linked to strategic and operational plans, job descriptions, and goals. Fourth, despite there being a Performance Management Policy in place in this Department, it is implemented in an ad hoc basis within the Department. Fifth, there is staff dis-empowerment arising from lack of discussions on Continuous Improvement strategies. Finally, sufficient funds are not being spent on training and development across the Department.
All these are Performance Management issues I strongly feel should be addressed in order to make this Department not only for the staffs working here but also for the sake of the results that the public expects to be offered by this Department. 2.2 Theoretical Perspectives According to Dooren, Bouckaert, & Halligan (2010), performance management is one of the strongest pillars that hold any organization together (O'faircheallaigh, Wanna, & Weller, 2000). It essentially ensures that the organization is focused on the end result of its organizational goals based on how it handles or deals with its employees.
While performance in the public sector may not necessarily be similar from that in the private sector, it is critical to take note of the fact that the approaches that may be used to manage the performance in both sectors may somewhat be different (Daniels, 2004; Dooren, Bouckaert, & Halligan, 2010; Aquinis, 2014; British Columbia, 2004; Hope, & Player, 2012). Performance management may be defined as the mechanism by which a collective discussion is triggered between the employees and managers of a particular organization with a view to planning, monitoring, and evaluating the overall work objectives of an employee and their value addition to the organization in question (Singh, 2004; Minnaar, 2010; Van Der Waldt, 2004).
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British Columbia. (2004). Notes on public sector reform and performance management, Australia. Victoria, Office of the Auditor General of British Columbia.
Daniels, A. C. (2004). Performance management: changing behavior that drives organizational effectiveness. Atlanta, GA, Performance Management Publications.
Dooren, W. V., Bouckaert, G., & Halligan, J. (2010). Performance management in the public sector. London, Routledge.
Edwards, M. (2012). Public sector governance in Australia. http://www.jstor.org/stable/10.2307/j.ctt24h92b.
Government of South Australia (n.d.). South Australian Public Sector Values and Behaviours Framework. Available at: http://publicsector.sa.gov.au/wp- content/uploads/20150710-Public-Sector-Values-and-Behaviours-Framework.pdf
Hope, J., & Player, S. (2012). Beyond performance management: why, when, and how to use 40 tools and best practices for superior business performance. Boston, Mass, Harvard Business Review Press.
Minnaar, F. (2010). Strategic and performance management in the public sector. South Africa, Van Schaik.
O'faircheallaigh, C., Wanna, J., & Weller, P. (2000). Public sector management in Australia: new challenges, new directions. South Yarra, Macmillan Education Australia.
Singh, S. M. (2004). Performance management in the public sector. Toronto, Thomson Carswell.
Van Der Waldt, G. (2004). Managing performance in the public sector: concepts, considerations and challenges. Lansdowne [South Africa], Juta.