Essays on Performance Management: Key Strategies and Practical Guidelines Coursework

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The paper "Performance Management: Key Strategies and Practical Guidelines" is an engrossing example of coursework on management. With the main objective of checking on how the finance manager is effective and how focused s/he is on attaining the goals of the organization, Queensland Brain Institute undertook the initiative of analyzing the finance manager. Queensland Brain Institute, a part of the University of Queensland, is a world-class research institution, dealing with the control of the functionality of the higher brain. It has a great goal of being a world leader in the field of neuroscience and thus any of its potential employees or rather the current employee should be of high professionalism.

One who can prove to the organization that his/her contribution to the organization would be a worthy course on attaining the organization's goal. For such standards to be reached, a criterion that gives the job description in detail and an individual’ s specification is provided. This is to ensure nothing but the most effective of professionals able to achieve the organizational goal (Simons, 2000). This report carefully analyses the specifications contained in the analysis of the Queensland Brain Institute about the job description and the individual’ s specifications. This report will try to evaluate and analyze the specifications and descriptions of the Queensland Brain Institute.

It will also criticize some of these and at times will give or suggest better choices instead. Overview A report on the organization is a vital necessity for both the attainment of its goals and also the criterion it uses with the effort in acquiring and maintaining a staff with competent professionals. The document to be used is one that contains vital specifications that suit the organization’ s interest in maintaining high world-class standards.

It contains the company’ s job specification especially in the job category of a Finance Manager. Such include the job descriptions, tasks to be performed, and other job aspects. It is therefore the best document in the writing of this particular report. The major goals of the organization according to their report will first be analyzed. This will form a major basis on the type of performance management such an organization should have. This will in turn produce arguments on some of the specifications and criticism on aspects found not too realistic or those that do not befit an organization of such caliber.

References

Armstrong, M. (2000). Performance Management: Key Strategies and Practical Guidelines, Kogan.

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Cottrell, D., Prawit, D. and Stice, J. (1997). Evaluating performance in professional accounting. The CPA Journal. Vol. 67.

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Milkovich, G. T., and Newman, J. M. (2005). Compensation (8th ed.). Irwin: McGraw- Hill.

Neely, A. (1998). Measuring Performance. Why, What and How? London: Profile Books Ltd.

Poister, T. and Streib, G. (1999). Performance Measurement in Municipal Government: Assessing the State of the Practice. Public Administration Review, Vol. 59.

Schermerhorn, J.R. Jr. (2001). Management. (6th ed). New York: John Wiley & Sons, Inc.

Simons, R. (2000). Performance Measurement & Control Systems for Implementing Strategy. New Jersey: Prentice Hall.

Storey, J and Sisson, K. (1993). Managing Human Resources and Industrial Relations. Milton Keynes: Open University Press.

Tovey M.D .(2001). Managing Performance Improvement. Australia: Pearson Education.

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