This paper critically evaluates the role of the HR department in developing policies that cater to the needs of the employees that results in achievement of organisational goals.
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Running head: TEAM PERFORMANCE MANAGEMENT Team Performance Management Name of the Student Name of the University Author Notes:
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1TEAM PERFORMANCE MANAGEMENT Introduction Organisation culture is crucial when it comes to motivation of employees within an organisation. It has been recognised that employee motivation can lead to lead to engagement. Realisation of employee engagement results in high performance form the part of the employees. The management must realise that they must frame their policies in order to cater to both the needs of the organisations and the needs of the employees. It is a general assumption that needs refer to just monetary needs. One must realise that the scope of needs of employees are much greater. Once the needs are catered to by the management, theylatter are able to attain employee engagement which result in achievement of the short, medium and long term goals and objectives of the management and the organisation as a whole. The paper will critically evaluate the role of the HR department in developing policies that cater to the needs of the employees that results in achievement of organisational goals. The paper would further evaluate the issues that are being faced by the human resource personnel in efficiently managing and rewarding the performance of the employees. Discussion The main goal of every organisation is the achievement of the strategic that has been established by the board of directors. Achievement of the same leads to attainment of increased profitability. Attainment of the latter feat results in appreciation form the stakeholders associated with the company and helps in achieving corporate governance. Thus it should be the aim of every company to delegate their efforts towards enhancement of employee performance. There are various factors that affect employee performance. Following are the factors determining employee performance.
2TEAM PERFORMANCE MANAGEMENT Motivation It can be said that motivation is one of the main factors that determine employee engagement and loyalty (Dörnyei & Ushioda, 2013). The role of motivation is crucial when it comes to achievement of the goals of the organisation (Fernet, 2013). The Human Resource department of companies have the responsibility to ensure that their employees are perfectly aligned towards achievement of the strategic goal that have been established by the management of the company (Sikora & Ferris, 2014). It can be said that realisation of the needs of the employees can lead to motivation. Maslow put forward the hierarchy of needs which can be help the management in evaluating the correlation between need recognition and motivation of employee. According to the theory of needs, there are various levels of requirement of needs of an individual. They physiological need (need of food, clothing and shelter), the security needs (the need of mental and physical security), the social needs (the need of belongingness and commitment), the esteem needs (needs associated with the sense of achievement and pride) and the self-actualisation needs (the need of reflection on achievement and position in life) form the hierarchy of needs (Cao et al., 2013). The human resource personnel must look into the individual needs of the employees and treat them accordingly. For, an employee who is in dire financial crisis, the HR policies could introduce monetary rewards and benefits, for employees in higher levels, motivation can be the achieved though appraisal and promotions. Thus the HR personnel should realise the importance of adjudging the employees on individual levels as it helps in recognition of the needs of the employees. Recognition of the aforementioned needs by the HR will result in employee engagement and that can result in high performance outcomes from the part of the employees. This in turn helps in achievement of the goals set by the management. Further theories have been passed and one of the theories that is highly applicable
3TEAM PERFORMANCE MANAGEMENT in the contemporary context is the hygiene theory that has been passed by Herzberg. The theory states that there are factors such as workplace conditions, behaviour of colleagues and the superiors in a workplace that affects the level of satisfaction that individuals derive form their jobs (Ali, 2013). It has been stated that satisfaction results in motivation. The latter is responsible for the achievement of high performance for the part of the employees. The hygiene theory states that absence of the aforementioned hygiene factors can lead to dissatisfaction of the individual. However, this does not imply that the individual will derive satisfaction from the presence of the same. Thus while incorporating the policies, the HR of organisations should make sure that the basic hygiene needs are met along with the recognition of needs as propounded by Herzberg and Maslow respectively. Effective communication Flow of ideas or information from one direction to another is known as communication (Martin & Nakayama, 2013). Effective communication is the key to transfer of ideas within a workplace. Establishment of the same results in flow of ideas. This ensure that the ideas of the management and the company are effectively communicated to every employee. Information of the ultimate strategic goals of the management, helps the employees in identifying the direction that they have to work towards. Furthermore, it can be opined that communication can help the employeesandthemanagementindevelopingasenseoftogetherness.Absenceofthe communication can hinder the performance of the employees. There are various impediments that absence of proper communication in the organisation. Following are the factors that act as barriers to communication within an organisation. 1.Perceptual barriers: Barriers resulting from difference of perception of individuals.
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4TEAM PERFORMANCE MANAGEMENT 2.Inter cultural barriers: Barriers arising from difference in cultural belonging of the individuals. 3.Linguistic barriers: The barriers that arise out of difference of language that is spoken by individuals employed in the same organisation. 4.Physical barriers: Placement of the individuals at distance apart from each other. Mitigation of the above mentioned barriers can help the management in establishing smooth flow of communication in the concerned organisations. Establishment of the same helps in delegating the individuals towards the ultimate strategic goals of the management. Achieving the latter helps companies is satisfying the needs of the stakeholders which further results in establishment of corporate governance and helps organisations in gaining competitive advantage over their competitors. Challenges faced by the HR in deriving team performance Achievement of high performance form the part of the employees of the organisation results in improved relations of the company with its stakeholders (Valiente, Ayerbe & Figueras, 2015). Furthermore, as mentioned above it leads to establishment of competitive advantage for the company. However, the existence of various challenges and issues hinder the ability of the management to derive the desired amount of outcomes form the employees (Hecklau et al., 2016). Following are the challenges that are faced by the human resource department while trying to motivate performance out of the employees; 1.Levels of engagement: Engagement of the employees determine their alignment to the expectedperformanceoutcomesofthemanagement(Xanthopoulou,Bakker& Fischbach, 2013). There are instances, when the HR department is unable to engage the
5TEAM PERFORMANCE MANAGEMENT employees. This can be as a result of the unfavourable HR policies, unhygienic working conditions and others. Thus the HR department must mitigate the issues that hinder or block employee performance as solving the issues can lead to employee engagement which would turn out to be favourable for the management in the long run. 2.Performance management: The HR policies within the organisation must include efficient performance management systems. The performance management mechanism candeterminetheexpectedmetricofemployeeperformance(Noeetal.,2017). Measurementoftheexpectedperformancecanhelptheregulatorstoestablish benchmarks that will determine the expected level of performance of the employees. 3.Realisation of a TEAM: While trying to achieve the goals of the management and the organisation, the employees can get distracted from the idea that they are involved in a team. They tend to focus on individual performance rather than focussing on team performance. Even though, individual performance is important, the scope of a team performance should not be undermined. Sense of being involved in team increases collaboration and bolsters the levels of trust between the members of teams and their leaders. Thus it should be encouraged. 4.Absence of delegation: One should realise that one individual cannot perform every task of the team by themselves. However, absence of delegation is witnessed in various organisations (Amador & Bagwell, 2013). They fail to establish delegation within the operations.Delegationenablesthemanagementtoeffectivelyutilisethediverse workforce (Fehr, Herz & Wilkening, 2013). Delegation should be carried out since it enables people to deal with matters that they are capable of. For example, an individual specialising in sales should not be carrying out marketing of logistics tasks.
6TEAM PERFORMANCE MANAGEMENT Conclusion Engagement of the employees determines their performance levels. Engaged employees help in realisation of the managerial and organisational goal. Thus the management should take measures in order to encourage employee engagement. Engagement can be derivedbyestablishmentofaneffectivenetworkofcommunicationwithinthe organisation and by recognition of motivation. The latter can be achieved by recognising the individual needs of the employees. The management should be capable enough to identifytheindividualneedsoftheemployees.Thelattercanbeachievedby establishment of a network of communication. Problems such as absences of engagement of the employees, unavailability of a performance management system and absence of delegationhavebeenidentifiedasthekeychallengesthatcanbefacedbythe management in deriving expected levels of outcomes. On a concluding note it can be said that the management of organisations should ensure that all the aforementioned factors should be present within an organisation and the same will be responsible for the achievement of the managerial and organisational goals.
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7TEAM PERFORMANCE MANAGEMENT REFERENCES Agudo‐Valiente, J. M., Garcés‐Ayerbe, C., & Salvador‐Figueras, M. (2015). Corporate social performance and stakeholder dialogue management.Corporate Social Responsibility and Environmental Management,22(1), 13-31. Ali, N. (2013). Motivation-Hygiene Theory: Applicability on Teachers.Journal of Managerial Sciences,7(1). Amador, M., & Bagwell, K. (2013). The theory of optimal delegation with an application to tariff caps.Econometrica,81(4), 1541-1599. Cao, H., Jiang, J., Oh, L. B., Li, H., Liao, X., & Chen, Z. (2013). A Maslow's hierarchy of needs analysisofsocialnetworkingservicescontinuance.JournalofService Management,24(2), 170-190. Dörnyei, Z., & Ushioda, E. (2013).Teaching and researching: Motivation. Routledge. Fehr, E., Herz, H., & Wilkening, T. (2013). The lure of authority: Motivation and incentive effects of power.American Economic Review,103(4), 1325-59 Fernet,C.(2013).Theroleofworkmotivationinpsychologicalhealth.Canadian Psychology/psychologie canadienne,54(1), 72. Hecklau, F., Galeitzke, M., Flachs, S., & Kohl, H. (2016). Holistic approach for human resource management in Industry 4.0.Procedia Cirp,54, 1-6. Martin, J. N., & Nakayama, T. K. (2013).Intercultural communication in contexts. New York, NY: McGraw-Hill.
8TEAM PERFORMANCE MANAGEMENT Noe,R.A.,Hollenbeck,J.R.,Gerhart,B.,&Wright,P.M.(2017).Humanresource management:Gainingacompetitiveadvantage.NewYork,NY:McGraw-Hill Education. Sikora, D. M., & Ferris, G. R. (2014). Strategic human resource practice implementation: The critical role of line management.Human Resource Management Review,24(3), 271-281. Xanthopoulou, D., Bakker, A. B., & Fischbach, A. (2013). Work engagement among employees facing emotional demands.Journal of Personnel Psychology.