Strategy Imagine: A Performance Evaluation System That Promo
Trategyimagine A Performance Evaluation System That Promotes Roles Be
Trategyimagine a performance evaluation system that promotes roles, behaviors, and work outcomes appropriate to achieve organizational strategic objectives throughout the firm. Take into consideration the Two Sides of Performance Management as illustrated in your textbook on page 164, Figure 6.1. What would such a system look like? Would it be similar to the one used in your organization? How would individual and/or team performance assessment be conducted? What tools would you recommend? Would you use MBO, 360 Degrees or another system? Why? Present your views in 200 words or more in your discussion post. Use at least two scholarly sources to support your ideas.
Paper For Above instruction
Designing an effective performance evaluation system that aligns with organizational strategic objectives requires a comprehensive approach that emphasizes both individual and team performance aspects. According to Armstrong and Baron (2005), performance management should encompass the “Two Sides” as depicted in Figure 6.1, which include the development of employee capabilities and the achievement of work outcomes. Such a system must be structured to promote roles and behaviors that directly contribute to strategic goals, ensuring clarity in expectations and accountability at all levels.
A performance management system that successfully promotes roles and behaviors would be based on continuous feedback, clear communication, and alignment with organizational values. It would incorporate goal-setting frameworks like Management by Objectives (MBO) or Balanced Scorecard (BSC), tailored to emphasize performance drivers that support strategic priorities (Venkatraman, 1997). Regular performance assessments would involve both qualitative and quantitative metrics, utilizing tools such as 360-degree feedback to gain a comprehensive perspective on individual and team contributions.
In my organization, the current system emphasizes annual reviews, often focusing on past performance rather than development. An improved system would incorporate real-time feedback and collaborative goal-setting sessions, fostering a culture of continuous improvement. I recommend employing 360-degree feedback tools complemented by goal-setting methodologies like MBO, as this combination promotes accountability, identifies development areas, and aligns individual efforts with organizational objectives (Fletcher, 2012). This approach ensures a more nuanced understanding of performance, encourages engagement, and supports strategic growth.
In conclusion, an optimal performance evaluation system must balance development and outcomes, foster a culture of accountability, and utilize robust assessment tools. Incorporating feedback mechanisms like 360-degree reviews alongside goal-oriented frameworks such as MBO can enhance performance evaluation processes, ultimately driving organizational success.
References
Armstrong, M., & Baron, A. (2005). Managing performance: Performance management in action. CIPD Publishing.
Fletcher, C. (2012). Appraising and developing performance. Routledge.
Venkatraman, N. (1997). Strategic Orientation of Business Enterprises and the CEO's Role. Strategic Management Journal, 18(5), 367-375.