Wednesday, August 5, 2020
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Saturday, August 1, 2020
The Literary Essay
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Friday, July 31, 2020
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Thursday, June 4, 2020
Performance Management Theory and Practice - Free Essay Example
Managing People Performance management theory and practice: successes and failures of implementing performance management systems Many companies seek to design and implement successful performance management systems, hoping to improve their overall performance countless fail whereas some outperform enormously. This paper critically evaluates available literature on performance management, revealing how it advantages companies. Outlining different performance management systems, I will then investigate reasons behind unsuccessful implementation and recommendations for future development of such systems. Performance management (PM) systems are put in place in order to ensure goals and targets are consistently met in an effective and efficient manner. PM is used to determine corporation standards, distribute rewards and also to assign and evaluate work (Armstrong; Baron, 1998). The purpose of PM is to à ¢Ã¢â ¬Ã
âimprove organisational, team and individual perf ormance and developmentà ¢Ã¢â ¬Ã (McMahon, 2013). According to Thatcher (1996), performance management can be particularly useful for: reviewing and reflecting on past performance, improving current individual and company performance, setting objectives, determining bonuses, motivating staff and identifying training and development areas. Boswell and Boudreau (2000), outline that performance management can be approached differently according to its two main functions evaluative and developmental. Evaluative function takes place when managers use appraisals to aid them with decisions such as: salary, promotion, retention, recognition of individual performance as well as identification of poor performance. This function focuses primarily on differentiation between employees within the same company. On the other hand, developmental function of performance management is used to identify strengths and weaknesses of individuals, training requirements as well as providing feedbac k on past performance. This function relates to personal analysis of an employee, where the appraiser performs a role of a mentor (Brown et al. 2011). According to Baron (2004), both of the functions are important for effective performance management as à ¢Ã¢â ¬Ã
âindividuals may demand a career where there is scope for development and progressionà ¢Ã¢â ¬Ã whilst à ¢Ã¢â ¬Ã
âorganisations need to ensure they have the right people in the right jobsà ¢Ã¢â ¬Ã in order to compose an effective talent pool for the future (McMahon, 2013). According to McMahon (2013), effective performance management could be the most important feature of a successful organisation. It is also essential for businesses to recognise the potential in their human resources, in order to gain competitive advantage over their rivals. Campbell and Garfinkelà ¢Ã¢â ¬Ã¢â ¢s (1996) study reveals that based on financial and non-financial measures, companies which have an effective performance management strategy usually outperform those without such systems. Furthermore, research carried out by CIPD (2009) revealed that performance management systems can be used as a powerful tool for communication, particularly between managers and employees. Grund and Sliwa (2007) argue that from a practical perspective, the main and fundamental aim of enforcing performance management is to improve overall performance. According to Brown et al. (2011) improving performance can be achieved through implementing systems that will authentically motivate employees through goal-setting, constructive feedback, recognition and development. This therefore reveals that the key, often unspoken objective of all performance management systems should be to increase employeesà ¢Ã¢â ¬Ã¢â ¢ motivation (McMahon, 2013) With relation to this theory, CIPDà ¢Ã¢â ¬Ã¢â ¢s (2005) à ¢Ã¢â ¬Ã
âPerformance Management Survey Reportà ¢Ã¢â ¬Ã concluded that à ¢Ã¢â ¬Ã
â75 per cent of surv eyed companies agreed that the practice motivated staffà ¢Ã¢â ¬Ã . In addition to this, a study carried out by Rodgers and Hunter (1991) outlines that performance management can increase employeesà ¢Ã¢â ¬Ã¢â ¢ goal achievement by around 30 per cent, whist businesses which implement performance management systems such as appraisals achieved an average productivity increase of over 56 per cent. Theories outlined above demonstrate that performance management can have a positive effect on the companyà ¢Ã¢â ¬Ã¢â ¢s performance through increasing staff motivation and morale, encouraging staff through setting goals and highlighting areas of improvement as well as developing employeeà ¢Ã¢â ¬Ã¢â ¢s skills to suit the companyà ¢Ã¢â ¬Ã¢â ¢s goals, targets and corporate culture (Brown et al. 2011). This demonstrates that through effective PM, companies can benefit from full use of human resources potential (McMahon, 2013). So why do companies fail to effectively i mplement and successfully use performance management systems to their advantage? Research carried out by CIPD (2009) revealed that à ¢Ã¢â ¬Ã
âonly 20% of surveyed employees believe performance management has a positive impact on individual performance, with the majority (59%) remaining neutral on that subject and 21% disagreeing that performance management has a positive impact on individual performanceà ¢Ã¢â ¬Ã . This demonstrates that although vast majority of companies use performance management systems (McMahon, 2013), successful implementation is not acconmplished as employees feel that the systems do not achieve its purpose. According to Armstrong and Baronà ¢Ã¢â ¬Ã¢â ¢s (1998) study, performance management systems are disliked by employees and employers alike. McMahon (2013) points out that implementation of performance management systems makes employees feel like they are continuously observed which can have a contrasting effect to the main purpose of PM . Stark (2007) argues that the biggest issue with performance management is that often employees are unaware of how they are performing against their overall business strategy. This demonstrates that in some cases, even though performance management can aid developmental function, it will not advantage the company in any other way. In addition to this Forbes (2013), also suggests that there are many other issues associated with implementation of performance management. For instance, systems such as appraisals should be regular and continuous in order to track progress and development, therefore once a year appraisal is often not good enough to achieve the purpose. In addition to this, once a year meeting does not give the managers enough information and empowerment to judge the employeeà ¢Ã¢â ¬Ã¢â ¢s performance and areas of development. Appraisals are also used to identify individuals who underperform in their role à ¢Ã¢â ¬Ã¢â¬Å" such issues should be addressed immediat ely. This demonstrates that some performance management frameworks fail to achieve its purpose when not carried out regularly, as companies need to maintain alert and agile. Evidencing this point, Armstrong (2009) argues that in order to be effective, performance management systems should be a systematic process of development for individuals and teams, which will then lead to improving organisational performance. Subsequently, Redman and Wilkinson (2009) point out that appraisals schemes, which may have been useful during the past decade may not be applicable to any further extent. Following this observation, McMahon (2013) suggests that companies shift towards practices such as coaching, mentoring and 360-degree feedback. Armstrong (2009) argues that contrasting to standard appraisal systems, coaching and mentoring allows fast recognition of underperformance and also enables staff to adapt to on-going changes and to rise to the range of challenges posed by the industry they ope rate in. On the other hand, CIPD (2009) research reveals that distinguishing between performance management systems and choosing the right one for the company is not the main point of successful implementation. CIPD also outlines that over the years, companies will need to be able to redefine the purpose of PM systems to reflect changing values, needs and efforts to drive a performance culture. Furthermore, Bae (2006) argues that in order to achieve better organisational performance, chosen performance management systems need to involve three key elements: à ¢Ã¢â ¬Ã
âthe setting, evaluation and feedback of performanceà ¢Ã¢â ¬Ã . Bourne et al. (2003) also claims that there are general problems with all PM frameworks when vision and strategy is not actionable, strategy is not linked to the business, teams or individual goals and also when feedback is not constructive and tactical. Moreover, Redman and Wilkinson (2009) point out that performance management systems have to be carefully designed and adapted to cater for a companyà ¢Ã¢â ¬Ã¢â ¢s characteristics and culture. This reveals that businesses will have to implement and transform a PM strategy, which best suits the companyà ¢Ã¢â ¬Ã¢â ¢s goals and tactics whilst also making sure they overcome main pitfalls by implementing successful management of chosen strategies. Bourne et al. (2003), argues that it takes several years to obtain full benefit from performance management. This suggests that many companies may be implementing performance management systems successfully, however; they have not yet realised the full benefits. Armstrong (2009) outlines that failure to achieve effective performance management within a company can demonstrate general management incompetence. With relation to this, McMahon (2013) suggests that managers are often not trained properly to perform an efficient performance management activity, thus outlining that realising the potential, companies should put pressure on effective use and delivery of PM systems. Davila and Elvira (2008) share McMahonà ¢Ã¢â ¬Ã¢â ¢s view as they reveal that à ¢Ã¢â ¬Ã
âprofessional training programme is recognised as central to the attainment of a successful performance management systemà ¢Ã¢â ¬Ã . Literature and vast research demonstrate that unsuccessful implementation of performance management systems can be caused by management incompetence and lack of training. This then also leads to the argument that unsuccessful implementation of performance management can have an opposing to its purpose negative effect on the companyà ¢Ã¢â ¬Ã¢â ¢s performance if not implemented correctly (Bourne et al. 2003). According to CIPD (2009) poor performance management practises can in fact disengage and demotivate staff, foster unproductive activities and waste effort. Conversely to the theories outlined above, a contributor at Forbes Wakeman (2013), suggests that managers are not entirely to b lame for undesirable outcomes of performance management systems. In opposition, she suggests that employees should be held responsible for their own development. This can be achieved by initiating conversations about their objectives when they see fit, requesting regular feedback and making course adjustments as necessary to keep themselves on track. Wakeman (2013) argues that results of this approach will include employeesà ¢Ã¢â ¬Ã¢â ¢ own reflection of their hard work in comparison to managersà ¢Ã¢â ¬Ã¢â ¢ point of view on their skills and achievements, which can have a better effect on their performance. Similarly, Lawler (2013) argues that performance management systems need to be transformed in order to fulfil their purpose within current rapid-changing business environment. He outlines that it is critical for PM systems to start focusing on skills needed to be successful in the future also highlighting that bonuses and/or pay increases should be based on the level of new skills acquisition. Furthermore, Lawler outlines that clear performance goals are a strong motivator and thus should be the major focus of effective performance management systems. More importantly, Lawler (2013) argues that employees should be awarded for taking a risk, even if sometimes the outcomes are not successful. Elaborating on Lawlerà ¢Ã¢â ¬Ã¢â ¢s research, McMahon (2013) suggests that in order to ensure continuous learning and adapting to rapid-changing business environment, appraisals should be held every three months instead of once a year. With the implementation of Lawlerà ¢Ã¢â ¬Ã¢â ¢s suggestions, this will ensure review and feedback on the skills gained since the last appraisal, setting current, clear goals as well as identifying and rewarding taking risks. Research concluded by CIPD (2009) revealed that performance management is to evolve over the next years to overcome the main problems and pitfalls. Furthermore, the research also outlined t hat performance management will grow to become more integrated with other business processes, such as career and talent management, individual and team development as well as curtail decision making. This may make it easier for businesses to effectively implement performance management systems to gain full advantage of human resources and therefore further benefit the company. On balance, literature analysed throughout this paper reveals that effective performance management contributes to the successful management of individuals and teams in order to achieve high levels of organisational performance. Realising the reasons behind failure of successful implementation of performance management, this paper also exposed ways of ensuring effective application and functioning of such systems, these include: choosing the right performance management system and adapting it to suit the companyà ¢Ã¢â ¬Ã¢â ¢s goals and culture, making the process clear, concise and easily understood by everyone involved, and finally ensuring everyone is able to understand how the outcomes will be used and the benefits for themselves and their organisation. Most importantly, literature analysed in this paper outlined that the major problem behind unsuccessful implementation of performance management systems can be general management incompetence and lack of feedback. Conversely, other sources outlined that current PM systems may be out-dated and thus suggest a shift towards self-appraisals and PM systems, which are more adapted to the rapid-changing business environment. All in all, this paper outlines that effective implementation of performance management systems contributes to achieving high levels of organisational performance and companies should seek ways to implement such systems successfully. Reference: Armstrong, M. (2009) Armstrongà ¢Ã¢â ¬Ã¢â ¢s Handbook of Performance Management: An evidence-based guide to delivering high performance. London: Kogan Page. A rmstrong, M; Baron, A. (1998) Performance Management à ¢Ã¢â ¬Ã¢â¬Å" The New Realities. Institute of Personnel and Development: London. Bae, E. K. (2006) Major Elements and Issues in Performance Management System. Available from: https://0-files.eric.ed.gov.opac.msmc.edu/fulltext/ED492860.pdf . [Accessed 05 December 2014]. Bourne, M; Mills, J; Neely, A; Platts, K. (2003) Implementing performance measurement systems: a literature review. Journal of Business Performance Management. Volume 5( 1) pp.1-24. Bourne, M; Mills, J; Neely, A; Platts, K.(2003) Why some performance measurement initiatives fail: lessons from the change management literature. Journal of Business Performance Management. Volume 5 (2/3). Boswell, W; Boudreau, J. (2000) Employee satisfaction with performance appraisals and appraisers: The role of perceived appraisal use. Human Resource Development Quarterly. Volume: 11 (3) 283-299. Brown, D; Chubb, C; Reilly, P. (2011) Performance Management. Availab le from: https://www.employment-studies.co.uk/pdflibrary/mp90.pdf. [Accessed 26 November 2014]. Busi, M (2006) Collaborative performance management: present gaps and future research. International journal of productivity and performance management. Volume 55 (1) Campbell, R.B; Garfinkel, L.M. (1996) Performance Management Strategies for Success In: HRMagazine, No. 41-98. Centre for Business Performance: Cranfield School of Management. (2005). Performance Measurement and Management. Available from: https://www.ftms.edu.my/pdf/. [Accessed 28 November 2014]. CIPD. (2005) Performance Management Survey Report. Chartered Institute of Personnel and Development, London. CIPD. (2009). PERFORMANCE MANAGEMENT IN ACTION. Available from: https://www.cipd.co.uk/binaries/performance-management-in-action_2009-trends-practice.pdf . [Accessed 30 November 2014]. Compton, R; Nankervis, A. (2006) Performance management: Theory in practice? Asia Pacific Journal of Human Resources. Volum e: 44, (1) Davila, A. and Elvira, M.(2008) PERFORMANCE MANAGEMENT SYSTEMS: A Global Perspective. London and New York. Dundon, T; Wilkinson, A. (2013) Employee Participation. In: Redman, T; Wilkinson, A. (2013) Contemporary Human Resource Management: Text and Cases. Harlow: FT Prentice Hal Grund, C. and Sliwa, D. (2007) Individual and Job-Based Determinants of Performance Appraisal. Discussion Paper 3017, Institute for the Study of Labor (IZA), Bonn. Hunter, J; Rodgers, R. (1991) Impact of management by objectives on organisational productivity. Journal of Applied Psychology Monograph. Volume: 1(76) pp. 322-335. Lawler, E. (2013) Make Performance Appraisals Change Friendly. Available from: https://www.forbes.com/sites/edwardlawler/2013/07/29/make-performance-appraisals-change-friendly/. [Accessed 07 December 2014]. McMahon G (2013) Performance Management. In: Carbery, R; Cross, C (2013) Human Resource Management [online] Available from: https://arrow.dit.ie/cgi/view content.cgi?article=1013context=buschmanbk [Accessed 28 November 2014]. Redman, T. and Wilkinson, A. (2009) CONTEMPORARY HUMAN RESOURCE MANAGEMENT. Prentice Hall-Financial Times, Third Edition. Risher, H. (2011) Refocusing Performance Management for High Performance. Available from: https://www.uk.sagepub.com/wilton/Online readings/Chapter 7/Risher article.pdf. [Accessed 05 December 2014]. Stark, R. (2007) Performance Management. Available from: www.theiet.org/informationpro. [Accessed 26 November 2014]. Thatcher, M. (1996) Allowing everyone to have their say PEOPLE MANAGEMENT. Journal of the Chartered Institute of Personnel and Development. London. Waal, A. A. (2003) Behavioural factors important for the successful implementation and use of performance management systems. Journal of Management Decision. Volume 41 (8) Waldman, D. (1995) Designing Performance Management Systems for Total Quality Implementation. Journal of Organisational Change Management. Volume: 7 (2).
Sunday, May 17, 2020
Talking About Future Events in Spanish
It would be natural to assume that if you want to talk in Spanish about something that will happen in the future, that you would use the future tense of the verb. However, as in English, there are other ways of telling about future events. The difference is that in Spanish, those other ways of expressing the future are so common that the future tense frequently is used for purposes other than discussing the future. Here, then, and are the three most common ways of telling about future events. Using the Present Tense As in English, and especially in colloquial use, the present tense can be used when discussing an upcoming event. Salimos maà ±ana, we leave tomorrow (or, we will leave tomorrow). Te llamo esta tarde, Im calling (or, I will call) you this afternoon. In Spanish, the time period needs to be indicated (either directly or by the context) when using the present tense to refer to the future. The present future is used most often for events that are happening in the near future and that is certain or planned. Ir A andà Infinitive à A very common way of expressing the future is to use the present tense of ir (to go), followed by a and the infinitive. It is the equivalent of saying going to ... in English and is used in basically the same way. Voy a comer, I am going to eat. Va a comprar la casa, he is going to buy the house. Vamos a salir, we are going to leave. This usage of ir a is so common that it is sometimes thought of by some speakers as the future tense, and in some areas, it has all but replaced the conjugated future tense for talking about the future. This way of expressing the future has the advantage that it is extremely easy to learn. Simply learn the present indicative tenses conjugation of ir, and youll have it mastered. The Conjugated Future Tense When used to talk about the future, the conjugated future tense is the equivalent in English of saying will followed by the verb. Saldremos maà ±ana, we will leave tomorrow. Comerà © la hamburguesa, I will eat the hamburger. This use of the future tense is probably more common in writing than in everyday speech.
Wednesday, May 6, 2020
How Private Interests Take over Public Space by Setha Low Article
Essays on How Private Interests Take over Public Space by Setha Low Article The paper "How Private Interests Take over Public Space by Setha Low" is a delightful example of an article on sociology. In this article, the author Setha Low boldly confronts the issue of public spaces against the interests of gated communities. An exclusive wealthy few who live near public amenities such as lakes, oceans, and ponds want their property to be in a secluded area bereft of ââ¬Ëdisturbanceââ¬â¢ from other folks. While this is within their rights, they tend to overstretch this right and end up violating state laws and regulations. The private gated communities exploit legal provisions such as reducing conservation to annex land meant for public use and in some cases use taxpayers' money to redevelop these spaces and then charge taxes on them and use the proceeds for their commercial interests. Public spaces have ceased to be places where all and sundry are embraced and have the right to utilize and turned into hubs of a growing consumptive and commercial culture. Local authorities and municipalities in collaboration with private entities, usually commercial in nature have ended up privatizing or controlling the use and access to public spaces using surveillance equipment and even police patrols. While the aims may have been noble, the results are manipulation of existing laws to ââ¬Ëgateââ¬â¢ public spaces by elites who seek to control open spaces and their utilization by coercion and manipulation.Setha Low magnificently captures this trend of globalization and commercialization of public spaces. The author uses a wide range of sources and studies to illustrate what amounts to an annexation of public property. Although a few explanations tend to be repetitive and sometimes the argumentation does not flow particularly well, the author, nonetheless, keeps the readersââ¬â¢ attention focused and vividly educates on this topic.
Tuesday, May 5, 2020
Hera Essay Research Paper Hera is the free essay sample
Hera Essay, Research Paper Here is the goddess of matrimony, and defender of married adult females. Her male parent is Cronus, and her female parent is Rhea. Cronus and Rhea are both Titans, and they? rhenium besides brother and sister. Hestia is Hera? s oldest sister. She? s the virgin goddess of the fireplace, and it? s believed that stating supplications before repasts came from her. Demeter is besides her sister, and she? s the goddess of maize and the crop. The four months of each twelvemonth when the crops go bad, is the consequence of Demeter? s sorrow. During that clip her girl, Persephone, has to travel with Hades. Hades is her brother, and he is the God of the dead and the swayer of the under universe. Poseidon is besides her brother, and he? s the God of the sea. Zeus is non merely her youngest brother, but her hubby excessively. We will write a custom essay sample on Hera Essay Research Paper Hera is the or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page He? s the God of the sky, and the swayer of the Olympic Gods. Zeus was frequently pictured as the God of justness and clemency, the defender of the weak, and the punisher of the wicked. When Hera was born she, like her other brothers and sisters, was swallowed by Cronus. Cronus did this atrocious act, because he was afraid that one twenty-four hours he would be dethroned by one of his kids. Zeus was the lone one out of the six of them non swallowed. When Zeus was old plenty he fought his male parent, and forced him to spill his other brothers and sisters. Hera was entrusted to Ocaenus and Tethys, by Rhea, to be raised while Zeus struggled with the Titans. Hera subsequently returned after Zeus won the war. Zeus and Hera got married on the acme of Mount. Ida in Phrygia. Together they were the parents of ; Ares the God of war, Hephaetus the God of fire and metal work, Hebe the goddess of young person, and Elithyia the goddess of child birth. Ares was unpopular with both Gods and worlds. Although he was ferocious and war like, Ares was non unbeatable even against persons. Hephaetus was feeble and awkward looking. Hera was so repelled by his expressions, shortly after his birth he was cast out of Olympus. Later in life he was honored once more by the Gods, and he married either Aphrodite or Aglaia. Hebe was the cupbearer to the Gods functioning them their nect Ar and beebread. She was slightly like a slave to the Gods until she married her hero Hercules. Even though Zeus was portrayed as a fantastic adult male he wasn? T at all a loyal hubby. He? s had many different kept womans, and kids from most of them. Hera was a protective married woman that # 8217 ; s portrayed as covetous, violent, and frequently angry with Zeus. To acquire back at Zeus she would seek retribution non merely on him but on his kept womans, and their kids. Among all of Zeus? kids Hercules was the greatest victim of Hera? s fury. Soon after Hercules? birth she sent two immense serpents to kill him. Even though Hercules was still a babe he strangled the serpents with his bare custodies. When he grew to be a adult male he married the Theban princess Megra, and together they had three kids. Here was still so full of hatred towards Hercules, so she sent a tantrum of lunacy on him. During the clip of the tantrum he killed his married woman and kids. Then Hercules had twelve undertakings of labour to finish, when he accomplished that he married Deianira. After his dec ease the Gods brought him to Olympus, there he married Hebe. In Roman mythology Hera is known as Juno. Juno was worshipped under several different names, under Juno Pronuba she? s the goddess of matrimony. Hera and Juno both married their brothers, and they? rhenium besides both the Queenss of the Gods. The month of June was named after Juno. Most adult females prefer to be married in June so Juno can protect their matrimony. I think Hera was a really of import goddess, because matrimony is a large thing to watch over. But she wasn? t a really good individual. She was ever angry with Zeus, and even though she had a good ground to be, she could hold taken her choler out on merely him, and non his kept womans or their kids. I? m truly curios as to how many Gods and goddesses looked deformed, because there was dozenss of incest. I bet if person was to do something like a household tree every God and goddess would be related someway. I besides wonder if Hera was hated by a batch of the Gods and goddesses, because I though she was a average individual. I guess back in Greece if you an of import God or goddess you were still worshipped.
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