High Performance Environment

This paper will be based on the California Review Management study called "Misunderstanding the Nature of Company Performance: The Halo Effect and Other Business Delusions" by Phil Rosenzweig. The research processes that have been completed on business performances over the years, and the strengths and weaknesses of the types of data used will be discussed. The Halo Effect will be evaluated, and examples from my career will be given to help with understanding the topic at hand. I will give thoughts, ideas, and solutions I plan to adapt and work on in my career to help avoid the Halo Effect in my daily life

Stage 6 leaders generate short-term wins. Leaders should plan for visible performance improvements, enable them to happen and celebrate the employees who participated in the improvements. Major change can take some time, and a transformation effort will lose momentum if there are no short-term accomplishments that employees can recognise. A highly visible and successful short-term accomplishment will boost employees confidence and motivation towards process change. (Cengage Learning AUS,

Anderson (2012) suggests leaders acquire power and focus on empowering others, as well as motivating and inspiring others. Leaders are influential, sincere, and take risks. Managers are given a formal role and are assigned specific duties with definite responsibilities. Managers plan, organize, coordinate, and control (Kelly & Crawford, 2008). Clearly there is a significant amount of overlap between leaders and managers. In order to effectively lead and manage this new facility, it is my ambition to incorporate the best characteristics of both. Effective application of both skill sets may assist me to provide a balanced and productive work environment.

Performance management is a tool that managers use to ensure that their companies remain at the top of their competitive edge. The Chartered Institute for Personnel Development (CIPD, 2008), defines performance management as a method by which individuals and teams are managed in a way that achieves high performance at an organisational level. The individuals within the organisation share an understanding of the achievement goals of the organisation. In order to achieve this, a general strategy is created, with each individual within the organisation understanding his or her role and requirements within such a strategy

As stated by Peter F. Drucker, “Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.” Performance management is essential to achieving an organization 's mission statement and business goals, and also in attracting, retaining, and motivating qualified employees. There are many benefits and reasons why an organization should execute a performance management system. Performance appraisals establish the basis for qualifying, recognizing, and rewarding employee contributions. In this paper, I will discuss what performance management is, the problems with the current performance management system at my organization, how other organizations have succeeded in their performance management system and how I would advise management at my current organization to improve our performance management system.

Managing performance is something I do daily. We have reports that come out that show how each person is ranked based on their performance. This ranking motivates the employee and pushes them to do better. When it comes to performance, you have to ask yourself if the employee is motivated, is capable of doing the job, and do they have the right support system. Those three elements are the result of performance (Nassar, 2007). My company is great about celebrating success and recognizing top performers, so it is hard to pick just one thing they do. I would choose Presidents club as an example. I was actually chosen to go based on my district performance for 2016. The destination is Cancun this year in April; they change the destination up each

The topic of leadership is historically one of the most widely researched when it comes to explorations of organizational behavior. The success of any institution or organization is pegged on the quality of its leadership because it is the determining factor on the pattern and speed at which it achieves its growth goals. Leaders are responsible for steering an organization toward its goal by mobilizing resources (both human and material) and maximizing their efficiency. The key deliverables for many leaders include employee well-being, teamwork, adherence to organizational processes and procedures, innovation, crisis

Once people can mesh well into a great high-performance team, they will fit right into the business world. As today's extremely competitive and ever changing, business world is not meant for the slow growing or for the unprepared. It is now the goal of every organization to create a high performance organization. The high performance business is the one that can create a balance between performance, quality, customer relations and profitability. High performance organizations need high performance team savvy employees. Why is this? It is because; high

Performance management is the process of planning work assignments, setting expectations, monitoring processes, rating performance, and rewarding performance. Performance management systems are used by organizations to identify, measure, and develop the performance of individuals and teams. The goal of an effective performance management system is to strategically align employee performance with company goals and objectives (Smither & London, 2009). In order to achieve optimal performance, organizations are tasked with implementing innovative solutions that ensure performance management systems that deliver real results and improve performance (MacMillan, 2015). Organizational leaders are responsible for understanding the performance management system in order to focus on employee efforts that will help in achieving both individual and organizational goals (Opm.gov). In this paper, the author will suggest the key processes that DSM needs to provide within its system in order to successfully link its key success factors (KSF). The author will select three drivers, and examine the central manner in which DSM management has aligned its business strategies to performance management. Lastly, the author will critique DSM’s competitive advantage by using three of the six assessment points outlined in the textbook.

Robbins, S. P., & Judge, T. A. (2011). Organizational Behavior (14th Edition). Boston, MA: Prentice Hall.

Chapter 2 Harvard Press Book (2006). Performance management: Measure and improve the effectiveness of your employees. (Chapter 2) Motivation: The Not-So-Secret Ingredient of High Performance. Harvard Business School Publishing. Cambridge, MA. Lynn, I., Hodge, Y. & Yemen G. (2007). Teamwork turmoil. University of Virginia Darden School Foundation. Beamish, P. & Jiang, R. & (2011). The Chinese fireworks industry. Richard Ivey School of Business Foundation. Kaplan, R.S. (2010). Leading change with strategy execution system. Harvard Business School Publishing. Cambridge, MA. Karkhardt, D. & Hanson, J. (1993). Informal networks: The company behind the charts. Harvard Business School Publishing. Cambridge, MA. Katzenbach, J. & Smith, D. (1993). The discipline of team. Harvard Business Review. President and Fellows of Harvard College. Kerr, S. (1995). On the folly of rewarding A, while hoping for B. Academy of Management Executive. 9 (1), 7-14 Download on class site Kramer, R.M. (2003). The harder they fall. Harvard Business School Publishing. Cambridge, MA. Montgomery, C.A. (2005). Newell Company: Corporate Strategy. Harvard Business School Press.

Although research generally confirms that pay-for-performance plans can influence greater outcomes, it is unclear how effective different pay plans are relative to each other (Park, 2012). Like most things in business, compensation is something that requires evaluation, study, assessment, strategy, modeling and integration.  Achieving a pay for performance culture does not happen without paying attention to the behaviors, activities, rewards and motivations that have to be linked and reinforced through a well engineered and successfully executed process.  Actually if that process does not tie rewards to shareholder financial objectives, employ the proper mix of compensation elements, result in meaningful dollars, embrace performance that employees can impact and are effectively communicated and reinforced, then the results it produces will likely fall short (Vision Link Advisory Group, 2013).

The performance map is a valuable tool used for diagnosing performance issues, whether it be used to resolve a problem or respond to an opportunity. The performance map is divided into four quadrants which are: structure, motivation, environment, and learning. The structure focuses on the foundation of the organization. The structure asks the question what are the foundations of the organization. What are the strategies, mission, goals, function, organization design, and so forth of the organization? The next quadrant is the motivation, which focuses on the “why” do employees want to or not want to perfrom their job? Motivation addresses the emotions, and psychological needs that incite action. Why do we act or do what we do, in response

Aguinis (2013) discusses that fact that team-based organizations do not necessarily outperform work teams or teams in general. A reward system we learn, should not only target individual performance, but teams as a whole (p. 295). An ideal performance management system includes such characteristics as strategic and context congruence, thoroughness, the ability to identify effective and ineffective performance, inclusiveness, standardization and ethicality. The reward system applied to the State of Georgia, exhibits many similar characteristics of an ideal

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