The Performance Measurement Questionnaire

The Performance Measurement is a way to either measure or give a understandable value to what has been done compared to what was supposed to be done. It applies to all aspects in the working environment, such as procedures, critical activities and processes. In other words, first you set pre-defined goals and give away tasks and responsibilities to other workers, then at the deadline you can compare the achieved results to what the original goal was at the beginning. It is also useful to evaluate not only the final result, but even all the actions taken to get that particular results and the way the actions have been taken as well.

The use of a balanced scorecard when gauging the performance of executives at Paradigm Toys is useful because it measures several key areas that measure past and real time performance that directly affects the company. A balance scorecard can contain both financial and nonfinancial measures as well as both quantitative and qualitative performance measures. Additionally because a balance scorecard can be tailored to the business’s specific targets it can measure the substance of performance better that basic financial indicators that are usually considered the basis of performance ratings. It is important to use more than just financial indicators, because other factors, those qualitative in nature, measure how an employee does their job and gives a larger picture of how well an employee performs. For example, in the case of sales concerning installation of home improvement products one might be measured by repeat buyers or customer satisfaction of how well the salesman followed up with their sale and installation. This kind of non-financial factor can be used to measure the company’s goal of repeat buyer and customer satisfaction which can translate into future sales and growth. Financial indicators are used in similar ways, but are more quantitative in nature. The main reason to use financial indicators is because they can provide a clear picture

1. (TCO B) Identify four categories of measures that might constitute a Balanced Scorecard of performance measures and provide an example of each. Also explain how a Balanced Scorecard could assist your organization. This answer must be in your own words—significant cut and paste from the text or other sources is not acceptable. (Points : 30)

Measuring performance means when a business will measure the quality of the activities that are passing and the quality of the services provided to the customers by employees. It involves creating a simple, but effective, system for determining whether organizations meet objectives. It’s also a process of collecting and reporting information regarding the performance of an individual, group or organizations. It can

The first issue I had was at the very beginning when the book talks about the HR department designs the systems, but then has very little control over the execution. In my mind, I think it’s up to the HR staff to ensure the systems, in this case performance management, are implemented properly. Just because a person has become a manager doesn’t mean that they are now impervious to errors or sloppy technique. It is important for the HR staff to work with the managers to make sure it is being executed spot on. At the same notion, they aren’t stupid. By explaining why not doing the reviews enough during the year or their lack of criticism is more of a burden than solving anything, I feel as if most managers would be receptive to that. As I read further and got to the “Who Should Evaluate” section, I want to know isn’t it feasible to do a collection or all of the methods?

In this case, performance measurement is an important element. Performance metrics should be constructed to encourage performance improvement, effectiveness, efficiency, and appropriate levels of internal controls. They should also incorporate cost/risk/benefit analysis, where appropriate. The SMART concept is frequently used to provide a quick reference to determine the quality of a particular performance metric:

1. Performance improvement- This is an indicator that the client is cognitively understanding what is required of them and improving a skill that may be difficult for them to achieve. Moreover, this is the time that a practitioner or health professional can become more observant. Being observant in this stage is very important. The client may have strained the first-time rehabilitation or therapy was given. However, through observation the client may not strain or appear to be in pain as much as they appeared to be in the beginning. During performance improvement practice is very important for the client to adhere to. They may be asked to perform in a way that is uncomfortable. This may encourage the client to become lazy and practice bad habits.

Working closely with Bradley Stonefield, the consulting team has been able to gather the important data and information necessary to construct a viable and effective performance measurement system for his company. According to a recent interview, the following information was presented:

One the keys to maintaining ready teams are through gratitude. We ask you Servicemembers and by default, their families to sacrifice their time often. Despite however frequent we ask and they respond we must never take their sacrifice for granted. With in this in mind, I would like to share a couple of strategies we a leaders can apply toward our performers to ensure their selfless service is valued.

Clardy, A. (2013). A General Framework for Performance Management Systems: Structure, Design, and Analysis. Performance Improvement, 52(2), 5-15. doi:10.1002/pfi.21324

The objective of this assessment is to enable you to demonstrate your knowledge and understanding of performance management systems within legislative and organisational guidelines.

The definition of the term ‘performance management’ varies in different literatures. As Hutchinson(2013) summed up, combined with Den Harton’s theory(2004), it is a continuous process which links individual and team objectives with organizational goals by measure and improve employee’s skill and performance. According to Armstrong (2012), human resource management aims at making sure the organization has the most talented, skilled and engaged people in order to attain its goals. In this context, performance management is one staple practice helping managers identifying and retaining most competent employees as well as correcting poor performance.

Throughout history, PMS clearly have a considerable contribution to evaluate the success of organisations. According to Neely et al. (2002), performance measurement is "the process of quantifying the efficiency and effectiveness of past actions". Moullin (2003) indicates that "PM is evaluating how well organisations are managed and the value they deliver for customers and other stakeholders". The modern accounting framework can be traced back to the Middle Ages and since that time appraisal of performance has primarily been ground on financial criteria (Bruns, 1998).

Performance measuring is vital part which assessing value of employee and management. Performance can be measure through employee’s overall impact cost efficiency and effectives. (Anon., 2017)

Managers should ensure that selected performance measurement system fits the unique requirements and business strategy of the firm. In general, primary economic activity of the company and its performance focus should dictate the selection of performance measurement model.