Analysis of Disrupted Performance Management at Omega Inc. Case Study

This case study examines the performance management process at Omega Inc., focusing on the six interrelated links and their impact on employee understanding and performance. The assignment analyzes whether each link—specifications, performance preparation, implementation of results, performance assessment, performance evaluation, and recruitment/contracting performance—is present and effective within the company's system. The analysis highlights disruptions caused by unclear goals and lack of communication, emphasizing the need for clear communication of organizational objectives, strategic planning, job analysis, and employee responsibilities. It underscores the importance of each element in the performance management system. The assignment suggests improvements to rectify the issues, emphasizing the importance of a well-defined and effectively implemented performance management system for overall organizational success. The references provided support the concepts discussed.

Running head: TITLE OF THE PAPER 1
Paper Title Capitalized and Centered
Name of Student
Institution Affiliation

TIT LE OF THE PAPER 2
Read "Case Study 2-2: Disrupted Links in the Performance Management Process at
Omega, Inc." in your textbook. The six links in the performance management process
outlined in the text are interrelated. If any of the links are missing, unclear, or
compromised, it will have an effect on the entire process, and employees may not
understand what is required of them. Consider each of the links of the performance
management process shown in Figure 2.1 Performance Management Process on page 39.
Discuss whether each of the links is present and in what form in the performance
management system described. What can be done to fix each of the disrupted links in the
process?
Performance management is a continuous process that manages the performance of
different individuals with a view to achieve the desired results. It is the core of an organization's
human resources process and organizations need to consider the six components of performance
management (Schmidle, 2011). These include specifications, performance preparation,
implementation of results, performance assessment, performance evaluation, recruitment and
contracting performance. As for the prerequisites, there was no direct relationship between
Omega Inc. and the conditions that made it difficult for both the supervisor and the staff to
understand the project's aims and objectives. Ideally, the prerequisites help stakeholders to
understand both the organizational mission and strategic goals. In turn, they assist the
stakeholders to have proper work or project awareness. In the case of Omega, this was, therefore,
a failure, as the supervisors and staff were unaware of the goals.
Firstly, the management at Omega Inc. needs to communicate the goals of the
organization clearly and effectively. Proper strategic planning should be done keeping in view

TIT LE OF THE PAPER 3
the objectives at hand. Moreover, job analysis is an important aspect that needs to be kept in
mind. The employee behavior and development plan should be focused on in order to manage
the performance well. Additionally, one important aspect is the employee and manager
responsibilities. These play a crucial role in organizational success and are key indicators of
performance (Taylor, 2014). Next is a performance assessment that focuses on the evaluation of
performance and behaviors. The last and final step is the performance review. This review helps
in getting a better insight into the failures and successes of the employee and management. All
these elements together combine the performance management system and thus need to be
emphasized. Disruption in any of the performance management components will lead to a faulty
performance management system.

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References
Schmidle, T. (2011). Performance Management. Public Performance & Management
Review, 35(2), 370-389.
Taylor, J. (2014). Organizational Culture and the Paradox of Performance Management. Public
Performance & Management Review, 38(1), 7-22.