Customer Relationship Management and Emerging Concepts - Essay Example

Performance management Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Name Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Lecture Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Date Introduction In most organizations, motivations seem to be an important aspect when it comes to the performance and productivity of the employees. Employee motivation enables the employee to put all the maximum efforts so as to be able to achieve the set organizational objectives. Most motivated employees tend to offer their best in regard to their performance of all the tasks that have been allocated to them. With the aim of stirring up employee motivation proper planning is usually done. With the aid of the planning which is usually done, various motivations strategies are then implemented in an efficient and effective manner, this would lead to a noted increase in productivity by the use of the same level of inputs and this ultimately leads to employee working an extra mile. The noted increase in the level of performance of the employee is usually attributed to the increase engagement and motivation of the employees that enables them to perform their roles and duties in a more efficient manner. The employees are in most instances seems to be engaged to both the responsibilities and roles that have been allocated to them and at all times works in a manner to fulfil their task in a most enthusiastic manner. The employees are committed to their responsibilities and their work in a manner of that satisfies their responsibilities and roles in regard to the job. In relation to this, various organizations tend to apply different approaches and these approaches usually provide ways in which the engagement of performance and motivation of the employee needs to be done so as to create an engaged workforce. A good example of such approaches is the ones that have been applied by Nampak and the other which have been applied by Ginsters. Compare and contrast Organizations tend to apply different approaches when they are aiming at motivating the employees working in their organization with the aim of increasing their productivity as well as their performance. Organizations therefore engage in a number of actions so as to create an engaged workforce so as to ensure that an additional input leads to additional output to the organizations (Weatherly 2004). A major similarity is based on the fact that both approaches aimed at dealing with people management in the organizations. The motivation and engagement of the employees in these organizations seemed to be low and thus seemed to be a major challenge that was facing the organizations (Briscoe & Claus 2008). And through the approaches the problems that were persistent in the organization were solved and the employee enjoyed a peaceful coexistence with each other (Weatherly 2004). Another major similarity between the two is that the employees at both companies were trained in the aim of retaining them. In Nampak almost half of the employees were trained on NVQ level in a number of subjects and the modern assessments centers that were commonly used in the organization were also replaced with modern assessment methods. A major difference between the two is that while Ginsters adopted the active workspace program Nampak adopted the CSR programme. In Nampak the CSR program seemed to have been played the greatest impact. This is solely based on the fact that pupils are usually invited to their factories where the employee goes to school and do the presentations that are related to recycling. In Ginsters the surveys showed that the staff seemed to be more engaged with their businesses and they usually take pride in the work they are doing. The schemes were successful is based on the fact that the employees were more encouraged to take on their activities but they were not forced to do so in any way (Briscoe & Claus 2008). While the approach adopted by Ginsters has the employers free medical cover Nampak gave bicycles to their employees. The scheme at Ginsters gave the employees the opportunity to make extra savings and this was based on the initial investments and this have the people an extensive health benefits. Duddridge is even more confident that the scheme will be of benefit since it has already been tried out and found to work (Armstrong & Baron 2005). In most organizations, employees are expected to cover their medical costs and for offering the services for free the employee felt engaged. Nampak gave bicycles to their employees and this seemed to be a better initiative of the employees and also through their CSR approach, the employees felt as being part of the organization. Another major difference between the two companies is based on the fact that Ginsters seemed to be core concerned about the fitness of the employees while Nampak was not. Health fitness is usually termed as a key aspect for organization when they want to reduce absenteeism of their employees (Sparrow 2008). Thus the chances of employee getting sick would be minimal and in instance when they occurred they would not have to incur a lot of costs since they have been offered with a medical cover by their organization. When employees are fit they also tend to perfume better and thus the achievement of the organizational objectives. Another major difference between the approaches is that Ginster approach took a gentle approach which encouraged employees to take part in different activities but there was no compulsion to take part. The very aspect that the employees were doing it on a willing basis they did not feel as being they were being forced. They were also encouraged to perform other job related activities. The Ginster approach also offered free fruits in the canteen and a variety of more healthy foods were offered and also advice relating to diet. This seemed not to be the case with the Nampak approach (Sparrow 2008). Effectiveness of the approaches used by Ginsters and Nampak The approaches that were adopted by both Nampak and Ginsters seem to be effective. Organizations need to develop and adopt strategies that will be of benefit to them. In such a situation organizations need to make sure that the strategies or approaches that they adopt are beneficial to them in terms of motivations and engagement of the employees and thus they will eventually see an increase in terms of their productivity (Latham, Sulsky & Macdonald 2007). In regard to this, the strategy that was adopted by Ginsters seemed to work in their scenarios. This is solely based they were able to uplift their position. In that prior to the adoption of them approach not a great number of people wished to work for them but afterward the organization seemed to be an equal employer as the other organizations in the region (Armstrong & Baron 2005). Most of the employees were resisting any attempts by the management to integrate them. The night shifts worked on their own while the day shifts also worked on their own. Also employees who worked in different production lines seem to have some mistrust for the other groups and through all this the employees seemed to be disengaged. Through the approach the organization was able to cope with the challenges that they were facing (Cascio & Aguinis 2005). And in regard to the approach the organization was able to reduce their recruitment advertising fees and the fees had reduced from 55,000 to almost 15,000. Also the staff turnover in the regions had also decreased by almost 14%. Most of the staff members now take pride in the work they perform at Ginsters. The approach which was also adopted by Nampak also seems to be effective since it helped a lot in solving the HR challenges that were there in the organization with the major one being the lack of people management procedures (London & Smither 2002). Through the approach the organization was able to have an engaged culture. In the organization work seemed to be performed by a small number of employees and the rest was just watching. Thus the aspect needed to be changed so as to ensure the productivity of the organizations. Also in regard to the board members half of them are the ones who were inclined to making decisions that related to the organization while the others were just there to work. After the implementation of the approach, each of the organizations were aware of the fact that they had an active and a noteworthy role to play in the organizations and through this realization the challenges that were being faced in the organization ceased to exist since they had been solved (Esen 2003). Based on my own assessment of the approaches that have been adopted by the two companies, the approach that was adopted by Nampak that is the CSR programme seemed to be the most effective one. Employees went a long way in ensuring that they gained all the potential benefits from the approach. Another would one go an extra mile in coming to work on their leaves and off days so as to offer trips around the organization to visiting students. Also through the approach the advocacy rates of the employee have increased a great deal, another great percentage seems to be more satisfied with their jobs and they also have a strong believe that the immediate managers listen to them. The approach was also achieved through a commitment of both time and focus (Lewin 2002). Skills and attributes to offer to employers Based on my own assumption I posses a number of skills as well as attributes which might to useful to future employers. One of the major attribute is related to being an effective communicator (Gabris & Ihrke 2001). Most employers seem to look for individuals who can be able to listen to the instructions offered and based on that respond to the instructions with very little level of guidance. Employers seem to be looking for individuals who are able to speak listens and write effectively, categorize their thoughts in a logical manner and explain everything they have been asked in a clear and concise manner. I am also a problem solver and also have a lot of skills in creativity. Through the possession of these skills I will be able to get my employer out of a difficulty (Cardy 2003). These skills will also aid me in processing data, making transactions, reaching the right resolution and formulating the best and most appropriate vision. I will also use my skills to conquer all the challenges that my job will present and this will be through thinking creatively and critically (Engelmann & Roesch 2001). In addition to the above skills, I also possess a number of qualities that will be beneficial to my employers. One of the qualities is flexibility and adaptability. Through this quality I will display openness to learning and adopting new concepts and ideas. Employers are also pleased by employees who can be able to work independently or at times as being out of a team in their departments. I also possess multitasking attributes and I easily adaptable to working locale and hours (Ghorpade 2000). The other attribute that I possess is positive energy and attitude. Most employees who seem to be gloomy and depict emotional immaturity are not promoted in organizations. I usually exhibit a lively and energetic outlook as well as organized behaviour. This seems to be an attribute that will be beneficial to the organization that I will be working with (Hillgren & Cheatham 2000). Weaknesses and how they can be overcome I have a number of personal weaknesses which usually hinders me from performing the best and in most instances my weaknesses have really complicated my relationship with others in schools and also in the workplace. One of my major weaknesses is that I seem to be a bit arrogant. This weakness makes me to be very confident with all my abilities and at times people refer to be as being more egotism. I can be able to overcome this weakness with trying to reduce my levels of arrogance and also not being so confident in the abilities that I have as an individual (Martin, Bartol & Kehoe 2000). Another major weakness that I possess is that I tend to be judgmental. In most instances I usually expect the other members in the workplace or at a gathering to give their best and at times I tend to judge them in instances when they fail to meet my own expectations. I can be bale to change this by understanding the fact that we are all gifted with different abilities and some can be able to perform better in certain abilities while others cannot (Sheth, Parvatiyar & Shainesh 2001). References Armstrong, M & Baron, A 2005, Managing performance: performance management in action, CIPD, London. 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Ghorpade, J 2000, ‘Managing the five paradoxes of 360-degree feedback’, Academy of Management Executive, Vol. 14, no 1, pp. 140-150. Hillgren, J & Cheatham, D 2000, Understanding performance measures: An approach to linking rewards to the achievement of organizational objectives, WorldatWork, Scottsdale. Latham, G, Sulsky, L & Macdonald, H 2007, Performance management, In: Boxall, P., Purcell, J and Wright, P. (Eds). Oxford handbook of human resource management, Oxford University Press, Oxford. Lewin, D 2002, Incentive compensation in the US public sector: A study of usage, perceptions, and preferences, Paper presented at the annual meeting of the Industrial Relations Research Association, Atlanta, GA. 10. London, M & Smither, J 2002, ‘Feedback orientation, feedback culture, and the longitudinal performance management processes, Human Resource Management Review, vol. 12, pp. 81–100, Issue 16. Martin, D. C., Bartol, K & Kehoe, P 2000, ‘The legal ramifications of performance appraisal: The growing significance’, Public Personnel Management, vol. 29, No 3, pp. 379-406. Sheth, J, Parvatiyar, A & Shainesh, G 2001, Customer relationship management: emerging concepts, tools, and applications. Tata McGraw-Hill Pub. Co, New Delhi. Sparrow, P 2008, Performance management in the UK, In: Varma, A., Budwar, P.S. and Denisi, A. (Eds). Performance management systems: a global perspective, Routledge, Abingdon. Weatherly, L 2004, ‘Performance management: Getting it right from the start’, SHRM Research Quarterly, vol. 2, pp. 1-10. Read More