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identified employee traits that it rewarded, as outlined by Kleynhans, Markham, Meyer, Aswegan and Pilbeam (2006) below:
• Team centred - building productive working relationships at levels within and outside organisations”. Teamwork has become critical for organisations who want to remain productive and innovative. The literature indicates that when people work in teams they are able to share innovative ideas, which in turn can help the organisation become more innovative and improve its performance (Kleynhans et al., 2006)”.
• Results driven - aiming at getting results and achieving goals. Organisations are in existence for a specific purpose hence aim needs to be fulfilled. Employees who are results driven need to be rewarded accordingly because they assist the organisation in achieving its objectives (Kleynhans et al., 2006).
• Client dedicated - working as a partner with internal and external clients”. “An employee who is able to build good relationships with internal and external customers contributes to the achievement of organisational goals; when customers are satisfied they become loyal to the organisation (Kleynhans et al., 2006).
• Innovative - bringing in new ideas, products, services and solutions to the organisation.
This becomes fundamental for every organisation that wants to remain competitive in a turbulent environment; it is all about new ideas that will help the organisation to improve its products and services (Kleynhans et al., 2006).
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• Establishing the reasons for any shortfalls, in particularly examining changes in the circumstances in which the job is carried out, noting new pressures and demands and considering aspects of the behaviour of the individual or the manager that have contributed to the problem.
• Agreeing on any changes required to objectives and work plans in response to changed circumstances.
• Agreeing on any actions required by the individual or the manager to improve performance.
People are inspired by the anticipation of the accomplishment of objectives and this reinforces their drive to continue to work hard. It is important to continually review the goals that are set for individuals to ensure that they remain challenging (Hunter 2012). As indicated by Armstrong (2001), performance agreements and plans are working documents; this means that they should be updated to meet new situations that might develop due to the changing business environment. “The question that may arise is when is the organisation supposed to make amendments to their objectives and what steps should they follow when they intend to make amendments to their objectives? To make decisions in this regard, organisations can embark on the following:
2.6.2 Gathering information
Efficient strategic leaders seek a countless deal of material. They continually examine their exterior setting in an attempt to appreciate their interior reserves and competencies. Stewart and Brown (2011) state that these appraisals may not enable managers to anticipate the time ahead perfectly but can helps in understanding of what happened already, which will allow better decision making processes based on as much factual detail as possible.
2.6.3 Assessing the external environment
The external environment does consist of all social and physical factors outside the organisation’s domains. The elements involved do provide an organisation with potential of favourable circumstances and are labelled opportunities; whereas others are unfavourable conditions and are considered as threats. According to Hunter (2012), a review of previous performance including external sources such as the industry and competitors may help to identify the appropriate future standards. Often there are external factors or changes that
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present opportunities or threats that can be strategically addressed through the use of informed objectives. Stewart and Brown (2011) claim that though opportunities are usually simpler to regulate than threats, a crystal comprehension of both is vital for decision making, whether amendments to the objectives of the organisation are needed or not.
2.6.4 Assessing the internal environment
This requires an organisation to assess their resources and internal capabilities in determining their weaknesses and strength. According to Armstrong (2009) manages must instruct their subordinates to recap their respective departmental missions and goals so that the new goal setting incorporates objectives that are aligned to these overarching missions. Managers can also divulge any additional information that may be influential or need to be considered at this stage. Based on an understanding of the internal environment, decisions relating to amendment of objectives can be taken (Stewart & Brown, 2011).
2.6.5 Analyse information and make decisions
According to Hunter (2012), it is essential to select the correct areas of the organisation that need performance improvement. Upon gathering information, the following step should be analysing decisions and information. Devoting time and energy on collecting information that is worthless, is not worth it unless it is used for arriving at a better decision at the end (Stewart
& Brown, 2011). It is inarguable that organisations do not operate in a static environment.
Today’s workplace is characterised by complexity and a constantly changing environment. The drastic changes that are taking place globally in the workplace have forced companies to develop appropriate measures and strategies that will enable them to remain competitive in this turbulent environment. The operation of the business is influenced by internal and external environmental factors. This is supported by Holbeche (2001) who argues that no organisation is immune to the changing tides of economic, political and technological trends. When there are variations in the outside environment, the operation of the business needs to be in line with those changes. Therefore, in order for an organisation to adapt to the environment that is constantly changing there is a need to make amendments to their business strategies/objectives to ensure the organisation survives in the long term.
The business aim does change as time passes by. This occurs in relation to internal factors as in the case of recession of an economy, external factors or business growth. A start up business that is small aims survival in the first year. Upon that achievement, growing in size or making
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of profits becomes the next objective. Manager must use the information gathered from these factors for discussions with employees to craft draft objectives, tactics and strategies that are instrumental to those overarching objectives of increasing profit or growth (Hunter, 2012). On the other hand, a business that was once profitable but has been hit hard by an economic recession struggles in maintaining the same level of output. Such a business may change its aim from that of growth and profits to that of survival (Stewart & Brown, 2011). An organisation’s survival requires the understanding of environmental changes that are setting.
The lack of environmental understanding may result in strategies/objectives that become out- dated, which may adversely affect the survival of the organisation.
2.6.6 Management of change
Amendments to objectives and activities are concerned with the management of change. An understanding that the pace and rate of change facing organisations is much impacting than ever before (Bamford & Daniel, 2005; Holbeche, 2006). Organisations are reappraising their strategies due to external factors together with internal factors in increasing efficiency, developing efficient ways of working as well as raising productivity including making amendments to organisational objectives, activities, and structures, all these require the management and implementation of change (Leppitt, 2006). Change is an essential and inevitable feature of organisational change management and life leading to implementing corporate strategy. “Yet Leppit (2006) claims that there is considerable evidence of lack of change management capacity and capability within organisations generally (Balogun & Hailey, 2004; Bamford & Daniel, 2005). The consequences of this for the on-going success of the organisation are critical. This literature suggests that in order for the organisation to remain competitive in a changing environment, they must be able to assess, monitor and manage change that affects the operation of the business.
Amendments to objectives and activities are critical to the success of a business. If a business does not seek new ways of doing things, their survival and competitiveness will be compromised. According to Truss, Mankin and Kelliher (2012), some examples of what an organisation can seek to change include”:
• Its objectives, core mission and strategy.
• The services and products it offers;
• Its the way it or works processes;
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• Its shared beliefs, culture or values;
• Its performance and the outcomes of the way people work;
• Its position (including internalization);
• The way it is structured and organizes its activities;
• The technology it uses.
The above literature regarding what an organisation can seek to change includes objectives and other factors such as products, values and the way the business is structured and organises its activities. Changes to any of the above factors may require that the business amend their objectives and the way they do things in order to remain competitive.