Critically analyse the organisational capacity issues from?the recording toward on performance management

這是一個關(guān)于績效管理的錄音

The concern of real challenge towardorganisations is increasing in providing genuine and visible demonstrates of HRethical and social responsibility credentials, the challenge is the way whichHR respond to all their stakeholders, including employees (Parkes and Davis,2013). Due to the capacity development increasing under dynamic changes, therole of HR in ethics and social responsibility is gradually vital (Parkes andDavis, 2013). Because of the impact of the external economic environment, HRMover-emphasis on the development of HR strategy for the company to profit andthus lose sight way issue on internal management. It is advisable to splitethical management into different practical session to keep proper ethicalstandards and working relationships in the large organisation (Roberts,2014).The essential requirements for ethical performance management are setting clearobjectives and expectations. It can help staffs to act ethically to achievesustainable development and have a better long-term financial performance.(Hedborg,2014). In considering whether or not the ethical performancemanagement could decrease organisational capacity conflicts in contemporarybusiness. It is critically argued from a performance review recording in thisessay that different stakeholders' behaviour impacts on the regulatory capacityissue. These three different stakeholders are employee, employer and HRpractitioner respectively. The argument is presented in three parts. In thefirst section, the importance of employee value could move forwardorganisational development and strong employee motivation. Secondly, clarifyingobjectives apparently should be taken into consideration in the process ofworkplace operation. Finally, considering how could HR practitioners lay stresson all responsibility of organisational staff.

在提供真實和明顯的人力資源和社會責任證書方面, 人力資源組織面臨的真正挑戰(zhàn)越來越大, 挑戰(zhàn)在于人力資源部如何回應(yīng)所有的利益相關(guān)者, 包括員工(Parkes 和 Davis, 2013年)。 由于能力發(fā)展在動態(tài)變化下不斷增加, 人力資源在道德和社會責任方面的地位日益重要(帕克斯和戴維斯, 2013年)憋他。 由于外部經(jīng)濟環(huán)境的影響, 人力資源管理者強調(diào)公司的人力資源戰(zhàn)略的發(fā)展, 使公司在內(nèi)部管理中失去視野北发。 最好將倫理管理分為不同的實際會議, 以保持適當?shù)膫惱順藴屎凸ぷ麝P(guān)系(羅伯茨, 2014年)佳鳖。 道德操守管理的基本要求是確定明確的目標和期望。 它可以幫助員工做出符合道德規(guī)范的行為, 實現(xiàn)可持續(xù)發(fā)展, 并有更好的長期財務(wù)表現(xiàn)闲擦。 (海德堡, 2014年)程癌。 在考慮道德操守是否能夠減少當代企業(yè)的組織能力沖突。 本文的一篇績效評估報告批判性地指出, 不同的利益相關(guān)者的行為對監(jiān)管能力問題產(chǎn)生了影響毁腿。 這三個不同的利益相關(guān)者分別是雇員、雇主和人力資源從業(yè)者。 論證分為三個部分已烤。 在第一部分, 員工價值的重要性可以促進組織發(fā)展和強烈的員工積極性鸠窗。 其次, 在工作場所的運作過程中, 顯然應(yīng)該考慮到 clarifyingobject。 最后, 考慮到人力資源從業(yè)人員如何對組織工作人員的所有責任施加壓力胯究。

Organisations are becoming increasinglycomplicated, and it is due to this complexity, employee value is a criticalcomponent in the organisational development. Employee value is the mean bywhich employee realise company cherishes them. It is one of the way employeescan be motivated by their work (CIPD,2017). That is to say for employees, itoften results in increased job satisfaction, higher influence and betteropportunities for development. It can see clearly from the performance reviewrecoding that employee feels depressed toward on bonus sum less than fivefigure. Because of being given promise by the manager, the employee isexpecting a five-figure bonus sum. This employee is an expert in specialistfinancial security software, are a long-serving and high skill employee undermore top pressure workplace. Owing to ---working in the high-pressureenvironment, the employee is seen to be introverted easily. It is apparentlycan know that employee is out of control emotion, and she looks exceptionallyharmful because of unsatisfied bonus. Moreover, she claims that the companydoes not value her effort, besides, it also affects her health as result oflack of value. Employee motivation is the combination of satisfying the staff'srequirements and expectations from work and enable employee work harder(Healthfiled, 2017). It means that meeting the employee's expectations couldincrease employee value and motivate the employee to enhance their work. Inthis recording, the employee feels bonus sum demotivates her, and the companydoes not value her work effort. The record shows that employee is mainlyaffected by bonus. However, the real reason for causing this situation ispromise toward employee but not meet their expectation, that is the emptypromise. As we see from this case, the manager promised employees' more than afive-figure bonus sum for her work effort, and the manager also admittedemployees' work is excellent, so employee thinks her effort deserve afive-figure bonus sum. That is the central problem lead employee feel lack ofvalue in the company. The empty promise is the promise either not going to becarried out, worthless or meaningless. In the businesses, Employees are pawnwith no value because of empty promises, lies and deceit for the betterment ofthe company. From this performance review recording, we can see employee showher dissatisfactory through less employee value. The empty promise will leadthe company to lose their excellent staffs and cause bad social reputation. Italso results in employee demotivate from their work and employee non-valued. Insummary, the Empty promise will bring adverse effect for the employee, avoidingempty promise can produce high-value employee value and move forward anorganisation development.

組織變得越來越復(fù)雜, 這是由于這種復(fù)雜性, 員工價值是組織發(fā)展的關(guān)鍵組成部分稍计。 員工價值是雇員意識到公司珍視他們的方式。 這是員工工作的動力之一(CIPD, 2017年)裕循。 也就是說, 對于員工來說, 這往往會提高工作滿意度, 提高影響力, 為發(fā)展創(chuàng)造更好的機會臣嚣。 從績效回顧中可以清楚地看出, 員工對獎金總和低于五位數(shù)感到沮喪。 由于經(jīng)理給予了承諾, 這位員工希望得到一筆五位數(shù)的獎金剥哑。 這位員工是專業(yè)的金融安全軟件專家, 是一個在高壓工作環(huán)境下長期服務(wù)的高技能員工硅则。 由于在高壓環(huán)境下工作, 員工容易內(nèi)向。 很明顯, 她知道員工情緒失控, 而且由于獎金不滿意, 她看起來有害無益株婴。 此外, 她聲稱公司不重視她的努力, 此外, 它也影響她的健康, 因為缺乏價值怎虫。 員工積極性是滿足員工對工作的要求和期望, 使員工更努力地工作(Healthfiled, 2017)。 這意味著滿足員工的期望可以提高員工的價值, 激勵員工提高工作效率督暂。 在這段錄音中, 員工覺得獎金讓她失去動力, 公司不重視她的工作努力。 記錄顯示, 員工主要受獎金的影響穷吮。 然而, 造成這種情況的真正原因是對員工的承諾, 但是不能滿足他們的期望, 這是一個空洞的承諾逻翁。 正如我們從這個案例中看到的, 經(jīng)理承諾給員工超過五位數(shù)的工作獎金, 而且經(jīng)理也承認雇員的工作非常出色, 所以員工認為她的努力應(yīng)該得到五位數(shù)的獎金。 這就是領(lǐng)導(dǎo)員工覺得公司缺乏價值的核心問題捡鱼。 空洞的承諾是一個承諾, 要么不會被淡忘, 要么毫無價值, 要么毫無意義八回。 在企業(yè)中, 員工因為空洞的承諾、謊言和欺騙而變得毫無價值驾诈。 從這次績效考核的記錄中, 我們可以看到員工的員工價值降低而不滿意缠诅。 空頭承諾會使公司失去優(yōu)秀的員工, 并造成糟糕的社會聲譽。 這也導(dǎo)致員工失去工作積極性, 員工不受重視乍迄。 總之, 空頭承諾會給員工帶來負面影響, 回避空洞的承諾可以產(chǎn)生高價值的員工價值, 推動組織的發(fā)展管引。

An efficient performance management processhelps to establish and support the link between strategic business objectivesand people's day-to-day actions and tasks, setting objectives and goals arevital in the process of active performance management. Performance managementis the activity and set of procedures that aim to maintain and improve employeeperformance in line with an organisation's objectives (CIPD, 2017). Managers doplay a crucial part when carrying out performance management. From thisperformance review recording, we can see the manager has not interpretedobjectives clearly for his subordinate about performance score, and employeeknow she got three out five for her performance, while the manager praised hisfollow did well with bonus promise. Also, the manager did not explain the realmeaning of three in performance management and caused misunderstand toward theemployee. Moreover, this manager also did not give a reasonable explanation forhis subordinate when his follow knowing performance result. Furthermore, thismanager did not scientifically confront his followers, and he performedexceptionally unprofessional when he wants his follower to clam down. However,an efficient objective setting system, combined with a process for trackingprogression can contribute significantly to individual, team and corporateperformance, which is entirely framework for manage workplace day-to-dayoperation. Therefore, it is not enough for the manager only clarify scoreexplanation on performance management. An efficient performance managementenables employees and teams to understand the goals of the organisation and toidentify how individual and group outputs contribute to the achievement oforganisational objectives in line with corporate values. An organisation'ssuccess is not only just rely on having the right strategy and resources. Italso needs to develop the ability of its management to harness and supportteams and individuals to engage in delivering the organisation's mission andobjectives. Therefore, it requires the manager to work along with HR. Accordingto Watson (2013), If managers can deal with day-to-day employee relationsquestions, answer questions about policies, provide useful performance feedback,develop development plans, and resolve internal department conflicts, HRfunctions can focus on the more critical complex issues. It means thatrealising effective management needs manager and HR work together. Therefore,managers have the responsibility to clarify the more important policy andinternal development situation for their follows. Due to the changing externalenvironment, HR practice also will become flexible with external changes.Managers should serve as coaches to explain for the employee about economicreason reflect on the workplace, especially on when the crisis influencing thebusiness, company will be affected by lower profit, the bonus will be limited.In general, active performance management needs HR and managers corporate together,and managers need to serve as coaches, to give both positive and negativeresults for their follows, and to conduct performance review meetingscientifically.

一個高效率的績效管理學家建立并支持戰(zhàn)略業(yè)務(wù)對象與人們?nèi)粘Ｐ袆雍腿蝿?wù)之間的聯(lián)系, 在積極的績效管理過程中設(shè)定目標至關(guān)重要。 績效管理的目的是, 根據(jù)組織的目標, 保持和提高員工的績效(CIPD, 2017年)闯两。 管理人員在執(zhí)行績效管理時, 會把關(guān)鍵的一部分改造成一個重要的部分褥伴。 從這個績效考核的記錄中, 我們可以看到經(jīng)理沒有為他的下屬清楚地解釋他的表現(xiàn)得分, 而且員工知道她的表現(xiàn)得到了三分之三, 而經(jīng)理贊揚他的跟隨者在獎勵承諾方面做得很好。 同時, 經(jīng)理沒有解釋績效管理中三個人的真實含義, 并引起了對員工的誤解漾狼。 此外, 這位經(jīng)理也沒有給他的下屬一個合理的解釋當他的后續(xù)知道性能的結(jié)果重慢。 此外, 這位經(jīng)理沒有科學地面對他的追隨者, 當他想讓他的追隨者冷靜下來的時候, 他就會表現(xiàn)出非常不專業(yè)的態(tài)度。 然而, 一個有效的目標設(shè)置系統(tǒng), 加上追蹤進程的過程可以對個人逊躁、團隊和企業(yè)績效做出重大貢獻, 這完全是管理工作場所日常工作的框架似踱。 因此, 僅僅對業(yè)績管理進行澄清是遠遠不夠的。 一個有效的績效管理使員工和團隊能夠理解組織的目標, 并確定個人和團隊的產(chǎn)出如何有助于實現(xiàn)符合公司價值觀的組織目標。 一個組織的成功不僅僅依賴于正確的策略和資源核芽。 它還需要培養(yǎng)管理層的能力, 以便利用和支持團隊和個人參與組織任務(wù)的完成囚戚。 因此, 它要求管理者與 HR 合作。 據(jù)沃森(2013年)稱, 如果管理者能夠處理日常員工關(guān)系問題, 回答有關(guān)政策的問題, 提供有用的績效反饋, 制定開發(fā)計劃, 解決內(nèi)部部門的沖突, 那么人力資源職能可以集中在更為關(guān)鍵的復(fù)雜問題上狞洋。 這意味著實現(xiàn)有效的管理需要經(jīng)理和人力資源部門共同努力弯淘。 因此, 管理人員有責任澄清更重要的政策和內(nèi)部發(fā)展情況, 以便他們遵循。 由于外部環(huán)境的變化, 人力資源實踐也會隨著外部變化而變得靈活吉懊。管理者應(yīng)作為教練員向員工解釋經(jīng)濟原因, 特別是當危機對企業(yè)產(chǎn)生影響時, 公司將受到利潤下降的影響, 獎金將受到限制庐橙。一般來說, 積極的績效管理需要人力資源和經(jīng)理人共同作為教練, 對他們的跟隨給出積極和否定的結(jié)果, 科學地進行績效考核。

HR practitioners have responsibility for allof the organisational staff. Human resource managers have strategic andfunctional responsibilities for all of the HR disciplines (Mayhew,2017). HRdisciplines and practices will be applied to any individual in theorganization, and it can be explained that HR organisers lay stress on allresponsibility of organisational staff. According to from the performancereview recording shows that HR are lack of monitoring management performance onthe manager in this organisation. It is apparently demonstrated that the reasonfor the problem is the manager give the empty promise for his subordinate onperformance. There is no doubt that manager must take performance managementtraining before this case, it should take into consideration about whether themanager entirely knows what they have learned from professional practice.However, it is far more enough for HR only to examine whether managerthoroughly understands what they have learned from training and transmit the contentto their follows. Starting from human resource management view, HR should takeresponsibility for all of all staffs in an organisation, even for themselves.There are three supports. Firstly, the human resource should be a role model.Evidence from (Parkes and Davis, 2013), HR model is that HR should act withintegrity, impartiality and independence and apply fair judgment in allinteractions. That is mean HR should serve their position correctly, designpolicies compatibly, know staffs' demand seasonably. It can encouragemanagement to work efficiently. Secondly, HR should develop effectiveevaluation system in training development. Evaluation is a process ofcritically examines a project. It involves gathering and analysing informationabout project activities, and outcomes. Its purpose is to judge the program,improve its effectiveness, (Patton, 1987). Insufficient evaluation cannotmeasure cost and outcomes (Marchington, 2016). For example, in this case, thereason for conflict is manager did not pass the right information to hisfollowers. Effective evaluation is crucial in organisation trainingdevelopment. It can help HR to know whether the training outcome meets theirtraining expectation. Furthermore, Thirdly, Learning needs analysis should be adaptedto organisation training management. A Learning Needs Analysis (LNA) is areview of learning and development requirements that are designed to supportindividual, team and organisational development. The LNA outcome can identifythe appropriate learning provisions required to enable sustained businessperformance (CIPD, 2017). The effective leaning analysis will unify internalresource and motivate staff. Thirdly, HR should also need to know employees'development expectation, and has the responsibility to clarify currentsituation and policy for employees. Under the changing external environment,employees must be understood what the company expects for them, and achievegoals they need to be managed so that they are motivated, have the necessary skills,resources and support, and are accountable. It is essential both employee andmanager knowing the HR policy and HR practice. Here are recommendations toimplement responsibility fully. Firstly, Developing the positive and negativeof feedback session for the manager on training development. Good feedback canhelp the employee to build confidence, develop competence, enhance involvement.Meanwhile, it can improve the art of providing negative feedback for managers.Training managers to give the art of explanation when employees' jobperformance is not meeting their expectations. Secondly, Applying 2+2performance appraisal model in the workplace. Peer employees who observe eachother perform in the workplace and then offer two compliments and two suggestionsfor improvement. It can enhance employee communicate with each other and seetheir deficiencies from the experience of others. Whether it is betweenemployees or employer and employees, communication is crucial in theorganisation. In summary, HR practitioners have responsibility for all of theorganisational staff under the external environment changes, both for managersor employees, even for themselves.

In general, as the external business

environment changes constantly, organisational management is gradually valued

by enterprises. This essay examines a performance management issue from three

views of different stakeholders. In the first look, employee. Employee value is

a critical component in the organisational development. The empty promise will

bring adverse effect for the employee, avoiding empty promise can bring high

employee value and move forward an organisation development. Secondly, employer

view. An efficient performance management process needs HR and managers

corporate together. Managers need to serve as coaches, to give both positive

and negative results for their follows, and to conduct performance review

meeting scientifically. Finally, HR practitioners view. Human resource managers

have strategic and functional responsibilities for all of the staff in an

organisation. It is also necessary for HR practitioners to build efficient

evaluation system in training development to achieve long-term prosperity. From

these views, we can conclude It is true that organisations are becoming increasingly

sophisticated, and more and more capacity issues will be exposed to complicate

business environment. Also, HR still meet the big challenge on make combine of

"HR model" and "challenge existing rules" within the

organisation. Despite being explained performance management issue in this

essay, it should be awarded that HR practitioners cannot ignore internal

management at any time. In the future, HR practitioners will soon face the

long-term strategy of developing a diversified internal management system and

optimising the internal structure in a changing environment to reduce conflicts

and implement ethical policies.