Every organization’s success depends on its ability to adopt decisions and execute essential procedures swiftly, effectively, and consistently, including introducing new strategies or projects. Implementation of new strategies, projects, or extending the definition and reaching of CSR is always associated with some risks and requires careful preparation and monitoring of the result. Key performance indicators (KPI) are the most suitable tool for assessing progress in achieving the specified Triple Bottom Line (TBL) objectives within corporate social responsibility (CSR). It would be best to start by asking a strategic question for each element of Triple Bottom Line (TBL). This is a powerful technique that helps both in developing a strategy and understanding the tools and criteria for monitoring its effectiveness. Strategic questions force one to think in a way that inspires movement and helps you find new approaches. It is imperative to implement TBL because many of the challenges that the Continue reading
Performance Management
Effect of Motivation on Employee Productivity
Employee motivation has always been a central problem for leaders and managers. Unmotivated employees are likely to spend little or no effort in their jobs, avoid the workplace as much as possible, leave the organization if given the opportunity and produce low quality work. On the other hand, employees who feel motivated to work are likely to be persistent, creative and productive, turning out high quality work that they willingly undertake. Organizational performance at individual, collegial and organization levels are being jeopardized and subjected to various organizational changes. Specifically, as developed organizations became larger, more multifaceted and more challenging, concerns about organizational performance competencies development and how it could likely to impact culture and direction of the organization have been in the forefronts of business dialogues. There had been much to say about the role of motivation and their expansion but very little has been done on developing motivation-based performance Continue reading
Advantages and Limitations of the Balanced Scorecard (BSC)
Before Balanced Scorecard (BSC) emerged, organizations usually use traditional methods of performance evaluation focused mainly on financial measures such as ROCE, sales and profits. Balanced Scorecard translates an organization’s mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system. The scorecard measures organizational performance across four linked perspectives: financial, customer, internal business process, and learning and growth. In recent years, a number of multi-national organizations have introduced BSC as part of their management control systems. Advantages of the Balanced Scorecard Balanced Scorecard has been widely used in many organizations in the past 15 years. It obviously has some benefits to these organizations. Here are some of the advantages of Balanced Scorecard and they are also reasons that make so many organizations adopt BSC. Firstly, each perspective of Balanced Scorecard requires the identification of a number of goals, and suitable Continue reading
Process of Performance Appraisal
One of the most important things to remember about performance appraisals is that its effectiveness will be highly influenced by its purpose. For example, a programme, which is developed, to focus on employee development and training needs may not be suitable for making major decisions about salaries. Likewise, it is possible that the organization, management and employee may all have different goals for the performance appraisal process. Performance appraisal involves ‘identifying, evaluating and developing employees’ work performance with the dual purpose of achieving the organization’s goals and objectives whilst also ensuring the employee receives recognition, feedback and development’. The process of performance appraisal starts with employee planning and ends with an evaluation of employee progress. The process of performance appraisal consists broadly two steps. First, complete the performance appraisal form; secondly, participate in a performance appraisal interview and discussion. These two sages comprise the following levels in the appraising performance Continue reading
Evolution of Performance Management
Traditionally, performance appraisal has been used as the guide for employee performance. Performance appraisal also known as ‘performance evaluation’, ‘merit rating’, and ‘performance assessment’ is a process of recording assessment of employees’ performance, potential and development needs. According to Wayne F Cascio (1995) performance appraisal is defined as “the systematic description of job related strengths and weaknesses of an individual or a group”. Performance appraisal is a system of review and evaluation of an individual’s (or team’s) performance. Lately it has been supplanted in more and more companies with performance management (PM), a more comprehensive human resource management process. Within the recent past there has been a shift from traditional annual performance appraisal to continuous performance management. The obvious reasons behind this have been the inadequacy of Performance appraisal in serving as a performance enhancement tool. Performance appraisal is known to be a contentious and unpopular activity of Human Resource Continue reading
Prerequisites for a Good Incentive Scheme
‘Incentive’ may be defined as any reward of benefit given to the employee over and above his wage or salary with a view to motivating him to excel in his work. Incentives include both monetary as well as non-monetary rewards. A scheme of incentive is a plan to motivate individual or group performance. It is true that monetary compensation does constitute very important reason for the working of an employee. But this compensation alone cannot bring job satisfaction to the workers. One cannot expect effective performance from a worker who is dissatisfied with its job, even if he is well paid. Sociologists and industrial psychologists also view that the financial aspect is not the only dominant motivating force. Confidence in the management, pride in the job and in firm and concern for the overall good cannot be brought by a bonus. Hence the modern authorities on management science have recognized Continue reading