The paper "Performance Management of O'Meara" is a perfect example of a management case study. Performance management is an area that is increasingly becoming the point of attention in businesses (Ochurub et al. , 2012; Moynihan & Pandey, 2010). As organizations experience pressure to achieve results, most businesses are realizing that the only way to succeed is to manage the performance of their employees. Performance management is a continuous process that seeks to ensure that the goals, objectives and outcomes of employees are in tandem with organizational goals (Shields, 2012; Kyriakopoulos, 2012; Boswell & Boudreau, 2000).
According to the case study, O’ Meara, an Australian multinational electronics company that has been in operation for more than two decades has of late been experiencing declining performance as its profitability and market position has been declining. The declining performance of the company has been traced to performance management challenges that the company faces. This report begins with a diagnosis of the current performance management system in the O’ Meara case study. It will identify the performance management issues in the case study and provide an understanding of such issues as they relate to the staff and the organisation.
The second part of the report will compare at least two performance management systems and relative elements/practices/processes. Finally, the report will conclude with a brief summary and recommendation on the right performance management system and practice that should be implemented at O’ Meara to ensure its success and competitiveness. 2.0 Performance Management Practices and Issues in the Case Performance management in any organization ought to be a routine activity that is conducted on a continuous basis to ensure that the goals and objectives of the staff are matched with those of the organization.
However, O’ Meara’ s case indicates a number of performance management issues that need to be addressed. First, the case indicates that the company lacks a performance evaluation system for measuring individual performance. Mughal and Akram (2014) argue that, for any company to succeed, it is important that the company understands how individual employees are performing. A company needs to have a an evaluation system in place that measures the productivity of employees so as to be able to understand the challenges they face, skill shortage and other human and organizational factors that might be affecting their productivity that needs to be addressed to ensure optimal productivity is achieved from every individual employee (Reading– Gruman, & Saks, 2011).
Unfortunately, this is not the case at O’ Meara as the case clearly shows that there is no system in place for measuring the individual staff performance. The other performance management issue presented in the case has to do with the self-management of work teams. According to the case, the work teams at O’ Meara are not self-managed.
Self-Managed work teams are a group of employees that have discretion over what they do and are accountable and responsible for the results achieved. Jabeen (2011) suggest that the businesses for the future require self-managed work teams. This is attributed to the fact that self-managed teams take responsibility for what they achieve, which ensures accountability and hard work (Kang, & Shen, 2016; De Waal, & van der Heijden, 2015). However, in the case study, it emerged that teams are not self-managed. This is to suggest that employees at O’ Meara work under the direction of the supervisors with little room allowed for creativity and this is counterproductive to the company.
Supporters of self-managed teams argue that this is a positive approach to performance management because self-managed teams tend to make effective decisions because the decisions are made by people who know the job best (Gharakhani et al. , 2013; Simpson, 2009). Therefore, considering that the company has teams drawn from different departments, which include engineers, production and marketing experts with different perspectives and opinion, promoting self-management for these teams will be of great benefit for the company as it would allow for creativity and effective decision making that would have a positive impact on the firm’ s bottom line (Lindberg & Wilson, 2011).