There is a strong correlation between what the various experts say should be included in a Performance Management System and what Peoples Bank employees want to include. In addition to the above findings, management now faced a new challenge: devising a single, common performance management system that would replace all existing systems. Management now had to create a single culture that was all-encompassing, and the new Performance Management System had to reflect and embed this culture in the new Peoples Bank.
Management will be able to use Performance Management for the benefit of the employee and the organization. The image of the People's Bank as a potential employer can be improved if they are perceived to be using an equal Performance Management tool. To determine what personnel and management would like to be involved (or what factors should be considered) when designing a Performance Management System.
At all times during the above process, the literature will be critically evaluated in an attempt to demonstrate that the researcher is aware of the current state of knowledge in the field of Performance Management. While the question of what motivates employees is difficult to answer, an appreciation and/or understanding of the theory is a crucial requirement for anyone involved in the design and/or implementation of a Performance Management system in an organization. So it is broader than performance appraisal, which is part of a performance management system.
Performance Management is a continuous process and is about improving both results and the quality of collaborative relationships.
A Cyclical, Continuous Process Where Employees and Managers Work Together
Performance Management Improvement Errors
Everyone must have input into the process, and usually everyone must redevelop his or her understanding of the purpose and benefits of the process. To ensure that the research methodology is clearly understood and considered appropriate, it is relevant to revisit the environment in which the research was conducted and explain the conditions that existed at the time of the research. Nedcor's acquisition of the BoE Bank Group had reached the stage where several divisions with common products/services/structures of both banking groups were merging.
The natural result of the merger was that people were losing their jobs, or being forced to accept jobs with lower wages/status, or being transferred to work in other centres. The end result of the People's Bank merger was that the new People's Bank now consisted of employees from the (old) People's Bank, NBS, PeP Bank and Consumer Credit. However, it can be argued and as will be evidenced later in the data analysis section, that the quantitative parts of the questionnaire hardly required sophisticated analytical techniques to interpret due to the nature of the information required from the results.
They believed that, given the organizational climate at the time of the survey, it was not possible to count on the employees to respond at all. After discussions with the dissertation supervisor, it was agreed to use the existing questionnaire, but to adapt this instrument to the requirements of the study. Appropriateness of the measure: considering the adult population and setting, it seemed appropriate to use a Likert scale offering the following options: (1) Strongly agree (2) Agree (3) Neither agree nor disagree.
The measurement characteristics of the instrument: the Likert scale was widely used in this type of study, therefore there was sufficient reason to believe that the instrument would be. Step One: Agreement was reached with Senior Management a month before the survey that such a survey was necessary, and that the results of the survey would be used to shape the design of a new Performance Management System for Peoples Bank. Step Five: the author provided ongoing support to the participants for the two-week period, particularly where further clarity on the purpose of the survey was required.
The approach taken to make sense of the data involved the use of descriptive statistics. However, a cautious approach was taken in the analyzes of the qualitative data to avoid making broad assumptions. The major limitation of the study was that the researcher could not conduct interviews due to the weak organizational climate that existed at the time.
PRESENTING THE RESULTS 4.1. Describing the sample
Ethnic Groups
Bacal, R, (1997) Performance Management- Why It Doesn't Work, Bacal and Associates Business and Management Supersite (www.work911.com). 2000) Performance Management - Not an Annual Appraisal, Susan Heathfield Consulting (www.humanresources.about.com). 2000) HR Tool, Performance Development Checklist,. Susan Heathfield Consulting (www.humanresources.about.com). 2000) A Performance Management System with a Difference, Susan Heathfield Consulting (www.humanresources.about.com).
APPENDICIES
People's Bank is committed to providing a work environment that is conducive to exceptional performance and high levels of productivity. Research has shown that the reliability and success of any system depends largely on the degree to which key stakeholders, like you, are involved in its design. The merger has provided us with an ideal opportunity to review the Performance Management Systems currently used by the various brands within People's Bank.
At the same time, we would like to give you the opportunity to participate in the creation of a Performance Management System that will determine how your performance will be managed in the future. If you are willing to participate, please complete the attached questionnaire electronically and email it to RaviLalloo(on the Outlook mailing list)[email protected]. You are sure that the information you provide will not be used for other purposes, but for the generation of statistics that will help the project team to devise an appropriate Performance Management System.
The following statement asks for an opinion on the performance management system used in your business department. Please indicate the extent to which you agree or disagree with each statement below by placing a cross (X) in the box that best corresponds to your opinion. Managers and subordinates largely agree on what is good or bad 2.7. Most managers would not participate in performance reviews if they had one.
If you are taking this electrical engineering survey (v, please delete the lines below before typing your answer). What would you recommend as the most effective method of managing performance in your organization, and why?
PEOPLES BANK
PERFORMANCE MANAGEMENT IMPLEMENTATION PROPOSAL
- EXECUTIVE SUMMARY
- SUMMARY OF KEY STRATEGIC IMPERATIVES
- STEPS IN THE IMPLEMENTATION PROCESS 1. Agree on Proposal
- APPRAISAL SYSTEM DESIGN
- CRITICAL FACTORS THAT WILL INFLUENCE
This document is intended to serve as a concise but practical proposal on how the results should be managed in the Peoples Bank. The aim is for this proposal to act as a catalyst for the implementation of an effective Performance Management Strategy and a detailed Performance Plan so that Peoples Bank is able to achieve its business objectives and become the preferred employer. At a strategic level, the Performance Management System must support the organization's desire to create a customer service-oriented, motivated, responsible, reliable, creative, dedicated and happy workforce.
All integration issues that concern people must be addressed with a sense of urgency and commitment. Systems and administrative processes (especially communication channels) that might have changed need to be revisited and their impact tested against employee performance. Effective compensation and recognition systems must be designed. Employees must be recognized and rewarded for their contribution.
First, the employee must have appropriate job-related, position-related, and company-related information to perform. Mechanisms should be implemented that not only focus intensely on helping individuals build on their strengths, but also encourage them to seek help through a structured feedback process. Working groups should be formed to assess each of the seven imperatives identified above (and any other imperatives inadvertently omitted).
The groups' assessments should be able to quantify how much has been achieved and what remains to be achieved. 34;Peoples Bank strives to achieve its business objectives by developing the potential of its employees, improving their performance and compensating them through an appropriate system of recognition and reward, while embracing the RIPI values. There are four groups of people who need to be on the same page to make Performance Management work.
Furthermore, for Performance Management to work, it MUST rest on a foundation of cooperation, based on at least the prospect of benefit to all. The cooperation is particularly important in the context of integration, as any system implemented unilaterally will face resistance from new entrants to the Peoples Bank structure. Finally, there must be a deliberate and concerted effort to demonstrate how the new system is beneficial to both management and employees (in other words, what's in it for me?).
