Research Performance Management In Public Or Nonprofit Human

Research Performance Management In Public Or Non Profit Human Resourc

Research Performance Management in public or non-profit (Human Resources). Identify best practices such as balance scorecard, and benchmarking performance. Prepare an essay of 5 -pages describing what you think are the most important abilities and characteristics about employee performance. a. Is there a standard performance appraisal that is used to evaluate every employee, including top management? If not, what are the different types of appraisals used in your company? What is the purpose of your performance appraisals? What would you say are the five most important attributes that are evaluated by the appraisals? Why are they so important? b. How are the performances appraisals stored and maintained? How long do you keep an individual's record? Who has access to the performance appraisals? How is confidentiality maintained? c. What is included in the compensation and benefits package? Are all employees offered the same package? If not, how can they differ? How much of the payroll budget is allocated to benefits? Is insurance included as part of the package? If so, what part does the company pay and what part is the responsibility of the employee? d. Do you have any bonus or incentive programs? If so, what type and how important are they to getting work completed? If not, why do you think that bonuses are not needed? e. For employees that work in teams, are their performance appraisals different from employees that work individually? If so, how do the appraisals differ? If not individually, are team evaluations conducted? •A summary section that includes a recommendation for policy changes for each of the issues discussed. This section should also include reasons for the policy change. Students must provide at least ten (10) references to the readings, to support this assignment. Be (size 12), with one-inch margins on all sides; typed, double spaced, using Times New Roman font citations and references must follow APA Include a cover page containing the title of the assignment, the student's name, the professor's name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length. (See below for specific details) You must prepare a 10 slides PowerPoint to share with your class.

Paper For Above instruction

Introduction

Performance management in public and non-profit organizations plays a crucial role in ensuring organizational effectiveness, accountability, and continuous improvement. This paper explores best practices such as the balanced scorecard and benchmarking, examines key attributes of employee performance, and discusses performance appraisal systems, record-keeping, compensation packages, incentive programs, and team versus individual appraisals. It concludes with policy recommendations aimed at enhancing performance management frameworks within these sectors.

Best Practices in Performance Management

Public and non-profit organizations increasingly adopt strategic performance management tools like the balanced scorecard, which aligns organizational objectives with performance metrics across financial, customer, internal process, and learning and growth perspectives (Kaplan & Norton, 1996). Benchmarking also plays a vital role, allowing organizations to compare performance standards against peer institutions to identify gaps and opportunities for improvement (Ioannou & Serafeim, 2015). These practices promote accountability, transparency, and strategic alignment, critical factors in mission-driven operations.

Employee Performance Attributes and Appraisal Systems

Effective performance appraisal systems evaluate core employee abilities such as job knowledge, adaptability, teamwork, communication skills, and initiative (Pulakos, 2009). Ideally, a standard evaluation process applies universally across all organizational levels, including top management, to ensure consistency and fairness. However, some organizations utilize different appraisal types, such as 360-degree feedback, management by objectives (MBO), or behavioral assessments, depending on the role (Aguinis, 2013). The primary purpose of these appraisals is to provide feedback, support professional development, guide rewards, and improve organizational performance.

Appraisal Storage, Confidentiality, and Access

Personnel records, including performance appraisals, are stored securely in digital HR management systems with restricted access to authorized HR personnel and management (Cascio & Boudreau, 2016). Retention policies vary but typically adhere to legal requirements, often kept for five to seven years after termination (SHRM, 2019). Confidentiality is maintained through secure data access protocols, encryption, and confidentiality agreements to protect employee privacy and prevent unauthorized disclosures.

Compensation and Benefits Packages

Compensation packages generally include salary, health insurance, retirement contributions, paid leave, and professional development opportunities. These packages vary based on job level, experience, and organizational policies, with higher-level employees often receiving negotiated or performance-based benefits (Milkovich, Newman, & Gerhart, 2014). Benefits typically comprise health insurance, with organizations covering a significant portion of premiums; employees usually pay the remaining share. The proportion of payroll allocated to benefits varies but can range from 20% to 40% depending on organizational priorities.

Incentive and Bonus Programs

Many public and non-profit entities have incentive programs tied to performance metrics, such as bonuses for meeting fundraising or service delivery targets. These are often performance-linked and aim to motivate staff, improve outcomes, and promote accountability (Kuvaas, 2018). In organizations without such programs, the rationale may include budget constraints or a focus on intrinsic motivators like service commitment rather than monetary incentives.

Team vs. Individual Performance Appraisals

Employees working in teams are sometimes appraised via team-based performance reviews that assess collective outcomes, collaboration, and group contribution (Hansen & Wernerfelt, 1989). Individual appraisals for team members focus on personal contributions within the team context, while some organizations conduct separate team evaluations to gauge overall group performance. This dual approach aims to foster accountability at both individual and team levels, promoting a culture of collaboration (Salas, Cooke, & Rosen, 2008).

Policy Recommendations

Based on the analysis, it is recommended that public and non-profit organizations:

• Implement unified yet flexible performance appraisal systems that accommodate diverse roles while ensuring fairness.
• Enhance record-keeping security through advanced digital systems, with clear retention policies aligned with legal standards.
• Design equitable benefits packages that consider job levels and organizational capacity, ensuring transparency and consistency.
• Introduce or expand incentive programs that recognize both individual and team contributions, fostering motivation and accountability.
• Develop comprehensive policies for team versus individual appraisals, emphasizing balanced assessment of collaborative and personal performance.

These policy changes aim to improve clarity, fairness, motivation, and accountability, ultimately enhancing organizational effectiveness.

Conclusion

Effective performance management in public and non-profit sectors necessitates a strategic blend of best practices, fair appraisal systems, secure record management, equitable compensation, and motivational incentives. Implementation of these recommendations can lead to improved employee engagement, higher performance standards, and better fulfillment of organizational missions.

References

• Aguinis, H. (2013). Performance management. Pearson.
• Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: Are we there yet? Journal of World Business, 51(1), 103-114.
• Hansen, G. S., & Wernerfelt, B. (1989). Determinants of strategic asset deployment. Journal of Economics & Management Strategy, 2(3), 371-393.
• Ioannou, I., & Serafeim, G. (2015). The impact of corporate social responsibility on investment recommendations. Financial Analysts Journal, 71(2), 49-66.
• Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Harvard Business Press.
• Kuvaas, B. (2018). Work motivation and performance appraisal satisfaction. Journal of Managerial Psychology, 33(3), 232-245.
• Milkovich, G. T., Newman, J. M., & Gerhart, B. (2014). Compensation. McGraw-Hill Education.
• Pulakos, E. D. (2009). Performance management: A new approach for driving business results. Wiley-Blackwell.
• SHRM. (2019). Managing employee performance records. Society for Human Resource Management. https://www.shrm.org
• Salas, E., Cooke, N. J., & Rosen, M. A. (2008). On teams, teamwork, and team performance: Discoveries and developments. Human Factors, 50(3), 540-577.