Essays on Employee Performance Concept Coursework

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The paper "Employee Performance Concept" is a great example of management coursework.   Human resources management is an organization’ s function that focuses on people’ s employment, management, and giving guidance to individuals working within the organization. It also deals with matters related to individuals such as hiring, reward, company growth, safety, wellbeing, advantages, the motivation of employees, and training. In any company, the objective for development as well as fast attainment of income and profit is regarded as the main duty for management. As a result, various actions that are related to research and study concerning the organization’ s development are considered as critical in order to preserve a competitive situation in the market (Rodgers 1999). Human resources are taken as an important aspect of an organization due to the fact that workers are always involved in the organization’ s daily activities in order to make a product or service.

It is therefore important for any organization to concentrate on how to develop the working situation and environment of workers in order to enhance their self-esteem and their contentment that will assist in improving workers performance, and later improve the general performance of the organization.

This will assists in maintaining the company’ s competitive advantage in the market (Rodgers 1999). Contemporary theory: systems theory Management’ s contemporary theories tend to account for and assist in interpreting the rapid change in the current environments of the organization. Systems theory has an important impact on management science and knowing organizations. A system is a compilation of parts combined to achieve an overall objective. For instance, a heap of sand is not a system. If a particle of sand is removed, sand’ s heap will still remain.

However, a car that functions is a system. If its carburettor is removed then the car will no longer work. A system can be viewed as having processes, inputs, outputs, and results (Cohen 2002). Inputs consist of resources such as funds, employees, raw materials, and technologies. These inputs pass through a process that is planned, motivated, restricted, and planned, finally to meet the goals of the organization. Outputs are products to a market. Outcomes increase the quality of life or customer’ s productivity. Feedback is human resources information that undertakes the process.

It is also information from customers who utilize the products. Feedback comes from the organization’ s large environment, for instance, government, economics, society, and technologies influences. This general system framework is relevant to any structure, including subsystems in the general organization. System theory has introduced a new perception for managers to understand patterns and proceedings in the place of work. The theory recognizes different parts of the company, and to be specific, the interrelations of the elements, for example, the organization of main administration with its plans, manufacturing and engineering, employees with supervisors, etc.

This is the main growth. Literature review on employee performance Not every literature agrees on general, positive impacts of participation of employees on their performance. Some propose that involvement may have either no impact or negative impacts on performance. However, it is hard to distinguish a definitive pattern. Absence of steadiness in the results of participatory measures proposes that systems are not separated from the impacts of the external political, economic and social environment.


Rodgers, R. C. & Helburn, I. B., (1999). The Relationship of Seniority to Job Performance Following Reinstatement Academy of Management Journal. Briarcliff Manor: Vol. 29, Iss. 1; p. 101

Cohen, A. & Quarrey, M. (2002). Performance of Employee-Owned Small Companies: A Preliminary Study. Journal of Small Business Management. Milwaukee: Vol. 24, Iss. 2; p. 58

Garfield, C. A. (2001). Peak Performance in Business. Training and Development Journal. Vol. 41, Iss. 4; p. 54

Budhwar S. P. (2008) Performance Management Systems: A Global Perspective. New York: Taylor & Francis.

Schneier, C. & Brown, A. (2005).Unlocking Employee Potential: Managing Performance (Part 1) Management Solutions.Vol. 33, Iss. 1; p. 14

Meyer, J. et al (2000) Organizational Commitment and Job Performance: It's The Nat. Journal of Applied Psychology. Washington: Vol. 74, Iss. 1; p. 152

Bedi, H. (2004). Support is crucial to performance Asian Business. Hong Kong: Vol. 30, Iss. 11; p. 18

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