My Philosophy Of Performance Management

Performance management is the integrated process of defining, assessing, and reinforcing employee work behaviors and outcomes (Cummings and Worley 2005). Performance management focuses on understanding, optimizing, and aligning

Based on the case, Who You Gonna Call by Kevin D. Zeiler, Nicki is working in the billing department for a large, for profit health care organization. She has been working for the company for two and a half years and was just recently promoted to senior Medicare Billing Specialist. Due to her recent promotion she has been granted the ability to information she was not able to before, she then found discrepancies surrounding the way many of the Medicare invoices were coded. She informed her supervisor. The response of the supervisor was this is how we will continue to code these documents and Nicki should focus on training and monitoring her team/staff. She found the response very strange and after six months has passed, she does not feel comfortable and does not know what to do. While Nicki was reading the paper, she read about another facility who is being investigated for Medicare fraud.

Performance management is essentially about creating a strong communication with the people around you in your working environment. It helps a manager monitor and assess how well their employees are

When looking at performance management it can be defined as (1) ‘a process which contributes to effective management of individuals and teams in order to achieve high levels of organisational performance. As such it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure it is achieved.’ We can see from this definition that managing performance is crucial to the overall performance of the organisation and meeting its goals and objectives. This process must then be strategic but also link other aspects of the organisation such as individuals and teams. As defined above, performance management is ultimately about achieving high levels of

1. Explain at least 2 purposes of performance management and its relationship to business objectives.

1.1 Explain at least two purposes of performance management and its relationship to business objectives

Performance management is about creating a culture that encourages the continuous improvement of business processes and of individuals’ skills, behaviour and contribution. It is a repetitive process that is continually reviewed and is both strategic and integrated. It is about broad issues and long-term goals and integrated by linking various aspects of the business, people management, individuals and teams to delivering successful results in organisations. It does this by improving performance and developing the capabilities of teams and individuals.

Gilmore whistleblowing in the given situation lends itself to much ethical debate. For this discussion, one should assume SCE is in violation of the AICPA Code of Professional Conduct by recognizing revenue in the current period as detailed in the previous issue. To first consider the ethics of Gilmore whistleblowing, it is essential to define the steps that should be taken by her before she considers whistleblowing. For this, one can use the standard on ethical conflicts outlined in the AICPA Code of Professional Conduct. In this instance, the conflict in question surrounds around the pressure from internal management to do an unethical action (AICPA Code of Professional Conduct). This is the situation which Gilmore is involved in, due

The situation is that Tina started the job as she thought and that it would increase her knowledge. When she did various tasks after joining the organization, she found that the job is based on fake IDs, fake recommendation for books, and there is very little use of knowledge and the tasks are done for the sake of tasks. First, Tina should analyze and decide the perspective of the situation. In a simple and theoretical way, the situation may be considered in a legal perspective as well. However, the case snapshot states that it is more of an ethical situation and this perspective should be prevailed in deciding the response.

Miriam may have a point; the actions of Jim do look suspicious. On the surface level, a reasonable person would say that Jim had the evidence to terminate Miriam. However, two issues arise when reading the case study. First, he said that he may have evidence of forgery; may being the key word. This indicates no concrete evidence. Second, why didn’t he bring her in before to talk about the late submissions of monthly budgets? The EEOC and the courts are going to side with Miriam. In this case, Jim needs to either reach out to Miriam, bring her back, and apologize profusely or if this does turn legal, attempt to settle out of court; “Pride ends in humiliation, while humility brings honor” (Proverbs 29:23, NLT). If the company cannot settle out

Analysis: When dealing with employees, there is always the possibility of dishonesty. Wages may be exaggerated, time clocks altered, sick or leave days abused, or there may be theft involved. However, allegations of theft are not at all the same as being able to legally dismiss or prosecute for theft in the workplace.

Performance Management is both a strategic (about broad issues and long-term goals) and an integrated (linking various aspects of the business, people management, individuals and teams) approach to delivering successful results in organisations by improving the performance and developing the capabilities of teams and individuals.

A month previously Ramos received a phone call to a company hotline from fired employee, Betty Koster, who had been working in the accounting department for the past 8 years and believed that her termination was based on age discrimination. As Ramos already knew from her experience, calls from employees usually lead to investigation and should be handled immediately in order to avoid any possible lawsuit. After investigation of Koster’s employment file and interview with her supervisor, Simon Peel, Ramos understood that she needed evidence from Koster about age discrimination, since having been the oldest in department and the only person fired does not prove the allegation. When Ramos conducted a second call to the employee, Koster was very emotional and revealed new information about possible noncompliance with accounting procedures. Based upon her statement, sales representative Mark Tomkin, was alleged to have asked the accounting team to process entries without required approvals and or all required documents. Koster was the only one who did not agree to post anything into the accounting system without supporting documents. This was the reason why she believed that she had been fired.

The issue in particular involved a female employee, Beth, allegedly linked to a criminal organization dedicated to bring and distribute counterfeit products from the Continental United States into and along the western United States. One of the employees within our office, Anthony, was already investigating this organization and I was the senior advisor providing guidance and support to him. Beth was the office clerk. Anthony and I had already identified, through conducting surveillance and by visiting the businesses afterwards for visual confirmation and purchase of evidence, the type of products and brand that the organization was bringing and distributing. It was then, when another employee advised Anthony that they had seen several boxes of the same type and brand of

The following section provides recommendations based on the data obtained during the study. Recommendations will be presented for ways to improve consistency in Performance Management strategies and alignment between and organizational goals, and therefore increase overall performance.