Operating Performance Management Programme.

Added on - 20 Sep 2019

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Operating Performance Management ProgrammeAnalysing Challenges and Ways to Overcome the ChallengesStudent Name:Student ID:Course Name:Course ID:Faculty Name:University Name:
Table of ContentsIntroduction................................................................................................................................2Theoretical Perspectives.............................................................................................................2Leadership..............................................................................................................................3Motivation..............................................................................................................................3Change Management..............................................................................................................4Managing Diversity................................................................................................................5Performance Management Programme Challenges...................................................................5Overall Company vs. Specific Area.......................................................................................6Standard vs. Customized Performance..................................................................................6Uniformity of Data of Performance.......................................................................................7Environmental Variations......................................................................................................7Performance Criteria Validity................................................................................................7Time and Distance Variations................................................................................................8Varied levels of Maturity.......................................................................................................8Rater’s Comptence.................................................................................................................9Rater’s Bias............................................................................................................................9Methods to Address the Challenges.........................................................................................10Conclusion................................................................................................................................11References................................................................................................................................12
IntroductionPerformance management refers to managing the performances of the employees workingwithin the organization (Otley, 1999). The management of the employee performancebecomes an important aspect as it is directly related to the companies’ overall performance.Managing the performance of the employees in the international setting becomes challengingdue to various aspects. The major hurdles can be in the form of cultural difference, differentmotivational factors, different working styles, and others. Therefore, the implementation ofone form of performance management strategy gets limited response (Need, 2006). In thesecircumstances, it is important that the company considers the various challenges it might facein the international situation and the strategies it should take to counter those challenges.This paper is concerned with the analysis of the various performance management challengesa global organization can face in its various operations. Moreover, suitable strategies havebeen suggested that can be utilised to overcome these challenges. However, prior to movingtowards challenges and the strategic solutions, it was imperative revisit the importanttheoretical aspects that are closely related to this situation. The second chapter discusses thevarious theoretical perspectives that are important to understand while operationg in theinternational market.Theoretical PerspectivesThere are various theoretical perspectives regarding effective implementation of theperformance management strategy in the international setting. Discussed below are some ofthe most important aspects that are important to be considered if the companies are willing toeffectively manage the performance.
LeadershipLeadership aspect refers to the ability of the individual to lead the others towards commongoal. Leadership skills are a necessary aspect for the individuals in the human resourcedepartment. The reason behind this is that the performance of the employees mostly dependson the way they are being led towards the company objectives. Moreover, the role of theleaders is to ensure that the goals and the objectives of the employees are aligned with thegoals and objectives of the organization (Scullion and Linehan, 2005). This ensures that theemployees stay motivated towards what is to be achieved. The leadership is closelyassociated to the motivation which has been covered in the next section. There are variousfactors that come into play while considering the leadership as an integral part within theorganization such as values, ethics, knowledge, and others (Jackson, 2002). These aspects ifconsidered primarily within the organization, it ensures successful growth. The leadershipskills become an imperative action for the companies that are operating in the internationalenvironment. The importance and challenge for the leadership grows together in theinternational setting (Carpenter et al, 2002). The companies encounter individuals who aredifferent from the original culture of the company and their way of conducting the businessesor performing work also changes drastically.MotivationThe motivation is the major factor that helps an individual work actively within anorganization or act passively. The motivation has three aspects, namely, needs, behaviour,and satisfaction (Terpstra, 1978). The need to achieve something converts into change in thebehaviour towards developing the goals and objectives and the individuals push themselvesto achieve those. Moreover, after the achievement of the particular objectives, the absence ofnext need leads to the lack in the motivation of the individual. This theory has been amplyemployed in most of the organizations in the form of rewards that denotes needs among the
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