The Baldrige Award

performance which in turn will ensure competitive advantage for their organization. It can be used to determine things like the mission, vision, goal, values, mission, timeline objectives, roles and responsibilities.

For example, AFLAC would award its employees who present themselves within the community or volunteer for many charities, with the Volunteer of the Month award. This award can build the morale of the employee and keep them engaged. In the end not only are employees being recognized for their philanthropic work, but also it allows AFLAC to gain rapport due to its continuous efforts in the community. Secondly, AFLAC utilizes sound performance and incentive as an enhancement tool in order to promote and develop employees for the next level within the organization and keep pace with the company’s overall goals and strategies. “Approximately 90 percent of employees were attracted to and remain at Aflac because of company reputation. Employees are happy with the profit-sharing bonus, with 81 percent of employees saying they believe it is better than that of other companies” (p.7). This strategy is a marketing tool that allows AFLACs employees to see endless opportunity, which has allowed AFLAC to retain over 91 percent of it,

Caring. Risking. Healing. What do all of these of these have in common? These are all criteria of the Giraffe Award. The Giraffe Award is given to people who have shown a lot of caring, people who placed themselves at risk, people whose actions were healing, not divisive, and people who went above and beyond the call of duty. Six cases have been evaluated. A decision was made and now only two people will receive the Giraffe Award.

Determine the impact of the company’s mission, vision, and primary stakeholders on its overall success.

The first implication is determining what to reward. Management must first align overall strategy with projected business outcomes, and decide what type of performance will be measured, analyzed and considered in a pay for performance program. Key factors such as support from the management, establishing a valid and fair measuring system, along with a credible evaluation system and projecting effectiveness of the program in the long term are all needed in order for the plan to function

* Although your team might have high customer satisfaction or a high stock price, your performance in regards to the overall competition is determined via a multi-dimensional scorecard that takes the following criteria into account:

A company creates value for its customers and attempts to differentiate its offerings from its competitors in the market. The performance goals/metrics are set by leadership which is concurrent with its business strategy.

Performance evaluations are important parts of all employees and managers tools to ensure positive actions are rewarded while negative actions can be evaluated and fixed to decrease problems in the future. Performance evaluations benefit supervisors and employees by identifying how to bring out the employees best attributes for the company (Hamlett, nd.). Evaluations provide a look at how a worker is doing compared to earlier reviews of their skill, knowledge, initiative and participation in the company’s vision (Hamlett, nd.). Introducing performance review evaluations is important to most organization for the success of their organization and the advancement of its employees. Performance evaluations provide a way for managers and supervisors to manage the performance of an organization and the people who make of the human resources of the organization (McCarroll, nd.). When implementing a new system it is important to understand the process must be realistic, challenging, yet attainable for performance expectations and standards to be successful for employees and the organization (McCarroll, nd.). Balanced scorecards are utilized in performance evaluations to essentially provide a way for organizations to align their strategic plans with day to day operations (Balanced Scorecard Institute, 2015). Balanced scorecards look at traditional financial measures, which are past events and long-term investments like

The human resource productivity indicators/ metrics that we can show our stakeholders are the following:

The reasoning behind the idea of the award was to promote quality awareness, innovation and to publicize the U.S companies that are achieving these standards. This improvement became apparent when the U.S companies started competing to become top of the business. Many American companies were not aware of the quality aspect of marketing. A lot of these companies did not know how or where to begin putting quality into their products. For this reason, the Malcolm Baldrige Award was created to create a standard for companies to meet or surpass if they chose to. This standard is in place to help companies achieve world-class status.

An award is token that is designed to honor the best and motivate individuals and organizations to perform at their highest level. The Malcolm Baldrige Award is a national quality award also known as (MBNQA). It is given each year by the President of the United States to companies that display quality and excellence in performance. It has been set up so three awards may be given out yearly in all of the following categories: manufacturing, Service, Nonprofit, Education, Healthcare and lastly in Small Businesses (Nist, 2015). The award is named after the late Secretary of Commerce, Malcolm Baldrige, and it’s based on seven areas known as the Baldrige Criteria for Performance Excellence. The MBNQA is only awarded to American companies who submit their name for consideration by the independent Board of Directors and have achieved a superior level of quality in their products and services. This award is important because it inspires all companies to improve and maintain

In the early and mid-1980s, many industry and government leaders saw that a renewed emphasis on quality was no longer an option for American companies but a necessity for doing business in an ever expanding, and more demanding, competitive world market. But many American businesses either did not believe quality mattered for them or did not know where to begin. The Baldrige Award was envisioned as a standard of excellence that would help U.S. organizations achieve world-class quality.

Answer: Three main characteristics of the winner have succeeded as a successful company they are:

Key Finding 1: Approximately 90% of companies maintain some type of reward and recognition program. The majority of companies use these programs to create a positive work environment, improve employee morale, and motivate high performance. Research suggests that when designed and implemented properly, reward and recognition positively affects an organization’s bottom line. The Majority of Companies Maintain a Reward and Recognition Program According to a 2003 survey conducted by WorldatWork and the National Association for Employee Recognition (NAER), the majority of companies maintain

In the future it could be recommended that the committees should define specific rating parameters for evaluating the performance of individuals. The selected evaluation criteria must not be dominated by other organization members because it creates injustice to the deserving candidates. There should be a separate performance system for different groups of employees in the organization on the basis of seniority and experience 9advanced). The decisions made by committee must not be influenced by others if it not based solely on the parameters in which the nominees will be scored against each other. This will help in building trust and motivation among employees on the committee and will increase dedication to the organization. The advanced performance