The paper 'Performance Management Systems at CoPro Supermarket" is a good example of a management case study. The use of performance management systems has grown in popularity with amazing speed in recent times. Any organisation that is bent on succeeding is currently applying performance management system in virtually all her departments. This popularity is in line with the definition generally accepted to explain the meaning of this concept. Fraser (2007) for example contends that performance management systems apply to those measures that are put in place to help in evaluating the performance indices of both the manager and the staffs.
Similarly, Wireman (2005) argues that a foolproof performance management system helps in achieving the desired outcomes originally set out during the formulation of the organisation’ s strategic objectives. In line with the provisions of this argument, therefore, the present paper traces the path that should be followed by the human resources manager tasked with the development and implementation of a performance management system for the Stock & Delivery section of CoPro supermarket. The paper thus purposes to answer some pertinent questions that are associated with the process of developing and implementing performance management systems in organisations in the sections below here. CoPro Case Study From the case study provided, CoPro is indicated to be a large cooperative society supermarket located in the regional town of country Victoria.
The supermarket is operating under the guiding mission of providing an extended hours shopping facility, capable of offering an affordable range of day-to-day household commodities and services. Similarly, the cooperative society has effectively formulated some operational strategic goals and objectives that are deemed fundamental in developing a performance management system for her Stock & Delivery Section.
Generally, Wireman (2005) contends that organisational goals, objectives as well as key performance areas are very critical in developing performance management systems for most of the organisations’ departments. In line with realization, McNair (1998) stresses that organisational strategic objectives need to be in line with the desired outcomes and performance indicators as expected. Organisational goals and objectives are known to play a critical role in the development of performance management systems in organisations. It, therefore, means that the setting of organisational objectives must demand the inclusion of specific performance targets as well as other outcomes that the organisation needs to achieve within a specified time frame.
Additionally, the said organisational objectives are supposed to be SMART, implying that they must be “ Specific, Measurable, Achievable, Relevant, and Timely” (Fraser, 2007). Following this requirement, therefore, the objectives of CoPro will be key in carrying out the task bestowed upon me as the human resources manager. Policies, Standards and Codes applicable During the process of developing performance management systems, there are certain policies, standards and codes that must be instituted as agreed upon by Fraser (2007) and Wireman (2005).
Included here, McNair (1998) cites accountability as a key component of the performance management system development and implementation process. In fact, this aspect includes ensuring that employees develop performance management plans on a regular basis. The same applies to chief executives of organisations who must uphold the obligation of regularly reviewing and evaluating all the processes occurring in their various departments (Wireman, 2005). Likewise, specific standards also abide which variously explain how organisations must behave when coming up with appropriate performance management systems.
Fraser, R (2007) Developing an Effective Performance Management System. HouseMark
McNair, C. J (1998) Tools and Techniques for Implementing Integrated Performance
Management Systems, Institute of Management Accountants, USA.
Wireman, T (2005) Developing Performance Indicators for Managing Maintenance 3rd Edition,
Industrial Press, Inc., New York, NY