The paper "Analyzing Key Performance Management Systems" is a wonderful example of an assignment on management. This report makes use of case studies to analyze key performance management systems. These systems are the main tools in the transformation of people’ s talents and also translate to motivation that can produce a strategic and sustainable competitive advantage. The cases are four and cover management topics such as diagnosis of the root cause of poor performances, the difference between task performance and contextual performance, choosing the right approaches for measuring performance and the application of “ deliberate practice makes perfect “ model in improving one’ s performance. Case Studies Analysis on Performance ManagementAs far as performance management is concerned, the following cases shall form a crucial epicenter for the argument and analysis. Case Study for Diagnosing Root Causes of Poor Performance This case considers Heather, a worker in a training department for one of the large IT organizations.
Her role is to design and deliver the training on interpersonal skills, networking, communication skills, and offer classes for new manager training. She has excellent knowledge when it comes to the design of training for a class.
Although she has even gone further in conducting researches on what makes up good communication, network skills and what managers need to be successful, she is lowly rated by individuals who attend her classes, citing evidence of a hard time when responding to specific questions and unapproachable character in and after class engagement for questions (AGUINIS, 2013). Thinking from the perspective of Heather’ s manager, her problem of poor performance is attributed to a deficiency in procedural knowledge. In other words, she already understands what to do but cannot put things in the right way.
In order to remedy this problem, it is wise to understand why she is not doing to expectations. Perhaps it would be a lack of temperament, or she disagrees with some requirements. Therefore, she should be properly engaged in order to identify her problems. In addition, it is appropriate to investigate if she has sufficient confidence in executing her competence (BAYDOUN, 2014). She should also be uninformed about what is exactly expected out of her in terms of goals and the outcomes. In some cases, a deficiency of procedural knowledge would be attributed to a lack of training before hiring.
As much as she is a trainer, she would also be trained on how to meet the organization's expectations as opposed to merely delivering the knowledge in class. The training she needs would be how to address her learner’ s issues in an approachable manner (FARNDALE & KELLIHER, 2013). Motivations can also boost her performance. If the diagnosis reveals she is not motivated, then some motivation would get her started in terms of effective work management (PONIS, VAGENAS & TATSIOPOULOS, 2008). Besides knowing the content, the skills of delivering that content are necessary.
Some additional training programs can be introduced so as to draw closer to her the idea of treating her students friendlier (SCHERBAUM & MEADE, 2013). Other strategies that can be employed include offering here support to grow, showing her how feedback can be used, giving her continuous feedback on positives, encouraging her, and building some engagement with her.
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