Performance Management at O’Meara Electronics Company

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Performance
Management

Table of Contents
Introduction......................................................................................................................................3
Current Scenario at The O’Meara Electronics Company................................................................3
Pitfalls in Existing Performance Management System at O’Meara................................................4
Suggested Upgrading systems.........................................................................................................5
Different Rating Scales................................................................................................................5
360 Degree feedback...................................................................................................................6
Key Performance Indicators of Factors in Self Appraisal...........................................................6
Benefits of a Hybrid Approach in Performance Evaluation............................................................6
Conclusion.......................................................................................................................................7
References........................................................................................................................................9
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Introduction
Performance management is one of the key managing perspectives for any organization. It is the
measurement and evaluation of performance that the company creates its performance appraisal
and renumeration structure. Performance management is a very difficult mechanism as it
addresses various functional segments of an organization and scales them into measurable units
to create a standard performance template (Saunila, 2016).
The report presented here offers the insights into the performance management system at The
O’Meara Electronics Company that is looking forward to expanding its business periphery into
European countries. The president of the company, David O’Meara, declares the strategic
modifications that are in pipeline and suggests the improvement of Performance Management
and Renumeration strategies. The report presented here identifies the shortcomings in existing
strategies, recommends new and progressive approaches towards better performance
management systems with recommendations for adopting a hybrid strategy.
Current Scenario at The O’Meara Electronics Company
At the O’Meara company, the existing performance management system had not been revised
efficiently to meet the current needs. The existing system was based out on customer demands.
As per the requisites by the customers, the measurement parameters for performance
measurement changed (Smith, 2017). From the responses received form various employees, it
became clear that the existing system was not standardized, and process driven. It also became
clear post discussions with team members that there were no activities that would result in
enhanced performance and team building.
The reviews from existing employees highlighted the shortcomings of the program, expressing
the lack of appraisal systems for supervisors and leader, that helped increase productivity at all
levels. It also came out that there was no incentive plan for motivating to deliver higher results.
Feedback from employees that have worked with other organizations emphasized on the
utilization of processes and achievable targets at the company, rather than keeping a higher
expectation, especially when the foundation is getting rebuilt (Parida, et al., 2015). Realistic
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work objectives, measurable parameters on skill set, behavior, attitude and discipline became
pointers in demand for the new system.
In order to meet the concerns and questions raised by the employees at O’Meara, the human
resourcing department led the creation of various forums for effective process development and
to hear the opinion of its employees honestly (Taticchi, et al., 2015). The intention to hear from
the employees and communicate the right approaches effectively to management, for having a
standardized performance management system, combined with renumeration mechanism was to
be strategized and planned for the expansion to be taken.
Pitfalls in Existing Performance Management System at O’Meara
The existing performance management system at O’Meara was identified to be built on customer
expectations and had a lot of influence due to the external clientele. A performance management
system is ideally a mechanism to have inputs from client perspectives but is mainly intended to
build the constructive performance in a more productive dimension (Gerba, 2016). Therefore, it
became evident that the performance management system at O’Meara is not very effective and
the dissatisfaction amongst the employee for it is quite high. There were many pitfalls that were
identified in the process.
At the meeting, of executive staff members at the forum, the participants started the discussion
with highlighting the majorly observed pitfalls in the existing process (Van Camp, 2016). The
shortcomings started surfacing from different views at different departments inside the company.
- Th production manager, Harry, pointed out the unfair policies of renumeration, by not
considering the roles and responsibilities and first hand accountabilities in the
renumeration process. He highlighted the overburdened staff at one hand and eased out
stress free jobs of supervisor, due to no mechanism in management and monitoring of
performance at that level (Newcomer & Hatry, 2015).
- The research and development department highlighted the lack of clarity in individual
and organizational objectives that would act as directional paths for delivering better
performance and motivational factors in everyday jobs.
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