student 1: SA
Accounting
Inc. is a consulting accounting firm , its headquarter located in Amsterdam,
Netherlands(Aguinis,
2013). Itsfirst step in the implementation was development of a set of core
competencies used to evaluate employees. Employees were asked through an email
to define what core competencies means to them and give descriptions on how
these competencies play out in their specific position. Actually, the company
held meetings, handed out frequently asked questions sheets. They placed
posters detailing how these core competencies were related to the organization
strategic priorities. Furthermore, the communication plan of Accounting, Inc.
include in detail: how the PM system worked, how raters where chosen,
performance feedback is used and other details. This information also detailed
expected benefits to employees and responsibilities regarding the system. Thus,
a good communication plan answers the following questions: What is performance
management? How does performance management fit into our strategy? What’s in it
for me? How does it work? What are my responsibilities? How is performance
management related to other initiatives?
By
placing posters around the company detailing how the core competencies were
related to the organization’s strategic priority(Aguinis, 2013), they answered the core
question about performance management fit. The communication plan suggests the
question; what is in it for me. This is also was answered by the Accounting
Inc. when they placed posters explaining how performance is linked to monetary
rewards. Furthermore, the details about the benefits that employees could
expect from the new system.
The
employees understand, and can answer the questions regarding their
responsibilities. Accounting Inc. helds meetings and handout frequent questions
where employees understands their core responsibility in the organization
(Aguinis, 2013).
As
unanswered questions, the organization failed to define performance management.
According Aguinis, (2013) performance management is a continuous process of
identifying, measuring, and developing the performance of individuals and teams
aligning performance with strategic goals ( p. 52). Furthermore, the company
did explain how the performance system would work , and raters were chosen,
feedback was utilized, yet it ignore the time line about meetings or when
decisions about rewards may occur. Moreover, the question about performance
management related to initiatives was not answer. Accounting Inc. did not
mention initiatives nor system training, promotions or succession planning.
Reference
Aguinis,
H. (2013). Performance management (3rd ed.,). Upper Saddle,
NJ: Prentice Hall.
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Student 2: MK
Performance Management Communication
In performance
management communication plan, it is important or the business organizations to
answer some important questions on which the plan depends. These important
questions include defining performance management, mentioning needs and
requirement of performance management and the purpose of performance
management. Along with this, the plan should also communicate the question that
how it fit into the business strategy, it’s working process and
responsibilities of the employees (Aguinis, 2009).
The performance
management communication plan of Accounting Inc. answers only few questions
like fit between performance management and the company strategy, the monetary
benefits and other incentives of the plan for the employees and the roles and
responsibilities of the employees (Becker, Antuar & Everett, 2011).
However, it is an effective plan, but having a detailed understanding about the
plan to the employees is essential for the successful implementation and
providing fair appraisal to the employees (Aguinis, 2009).
On the flip side of
the coin, several important questions are not answered in the performance
management communication plan. These questions are description of performance
management to provide knowledge and understanding about the concept and how it
works to involve the employees in the performance management (Becker, Antuar
& Everett, 2011). Further, the company should also explain the benefits and
advantages of performance management plan to the employees (Calvo, 2012).
Initiatives of the performance management should relate to the performance and
productivity of the employees, but this question is not answered in the
communication plan.
In order to answer all
the unanswered questions, Accounting Inc. should make effective communication
process and provide a two ways or open communication facility to the employees
(Aguinis, 2009). The manager should develop a positive attitude among the
employee to minimize the communication barriers and maximize the cooperation
during performance management. The training and development programs should be
based on improvement in communication skills and convey right and adequate
message at the right time (Becker, Antuar & Everett, 2011).
The trainer should
explain the performance management system and its need for all the stakeholders
of the firm. In the training system, the facts and figures related to
performance management and its importance in the productivity improvement
should be presented during the training programs. It will eventually involve
the employees in the performance system and increases their contribution
(Aguinis, 2009).
Further, the firm
should use both written and oral means of communication and the internet tools
to make sure that employees would get understanding of the system and focus on
their roles and responsibilities to get incentives and rewards (Aguinis, 2009).
The firm should execute wireless tools and all the purpose and objectives of
the performance management plan should be in written form so that the employees
will review the plan time to time to understand their roles and
responsibilities. The training program and education events should be organized
to answer all the questions. The manager should promote the objectives of the
performance management and mention initiatives taken by the firm for improving
the performance through posters and notes.
References
Aguinis, H.
(2009).Performance Management (2nd Edition).
New Jersey: Upper Saddle River.
Becker, K., Antuar,
N., & Everett, C. (2011). Implementing a performance management system in a
nonprofit organization.Nonprofit Management
and Leadership,
21(3), 255-271.
Calvo, N. (2012). Performance
Appraisal System in Technology Start-Ups: Strategic Implications for HR
Managers.China – USA Business Review, 11 (7), 969-980.
