Performance management & Best practices

 

Organizational Systems

Organizational Systems can be defined as “business processes and procedures” (Ray et al., 2004). According to Ray et al. (2004), business processes are actions that firms engage in to accomplish some business purpose or objective. Further, business processes can be thought of as the routines or activities that a firm develops in order to get something done (Porter, 1991). Studies have shown that systems play a significant and vital role in the ensuing resources, capabilities, competitive advantage and performance relationship (Porter & Millar, 1985; Gimenez & Ventura, 2002; Wiklund & Shepherd, 2003; Winter, 2003; Bowen & Ostroff, 2004; Ray et al., 2004; Voss, 2005; Neely, 2005; Franco-Santos et al., 2007; Perez-Freije & Enkel, 2007).for example I was worked for a leading INGO, to create good working condition the management three time redesign the organization structure.

 

Performance measurement system design

Crosby’s (1972) assertion that “quality is free” is based on the assumption that, for most firms, an increase in prevention costs will be more than offset by a decrease in failure costs. Basically, the logic underlying the cost of quality literature is that for a given set of organizational conditions there is an optimal level of quality. The cost of quality is a measure of the extra cost incurred by the organization because it is either under- or over-performing. It is commonly argued that this can be as much as 20 per cent of net sales (Campanella and Corcoran, 1983). IJOPM 25,12 1232 Plunkett and Dale (1988) point out that, although conceptually appealing, the academic rigour of the cost of quality model is debatable. It is based on assumptions and estimates, rather than on data. And like the economic order quantity (EOQ) model, it is questionable whether an optimum level of quality really exists. More relevant for performance measurement system design, however, is the point made by Crosby (1983). He says that many companies fail to integrate the cost of quality model with their management process. That is, although managers estimate the cost of quality they fail to take appropriate actions to reduce it. With the advent of total quality management (TQM) the emphasis has shifted away from “conformance to specification” and towards customer satisfaction. As a result the use of customer opinion surveys and market research has become more widespread.

Best practices

Job satisfaction

Job satisfaction is the level of positivity that employees are having towards their employment. It is related to those issues that are primarily considerable to them. Job satisfaction can be characterized as a positive, passionate reaction from the evaluation of a job or particular parts of a job (Locke 1976; Smith et al. 1969). The enhanced performance of the employees as well as improved level of commitment of employees towards organization is based on job satisfaction. For an example, when I was worked for NGO, during 2012 to 2017, the management always encourage the staff personality and professional development to make the employee feel a satisfaction. At the same time the organization offer Annually salary increments, annual and bi annual trip to the staffs with family and also they offer a international trip for best performer of the year.

Employee job satisfaction has been a vital problem for all organizations. Lack of job satisfaction resulted in high absenteeism and staff turnover which have influenced various agencies. Very insufficient companies have taken job satisfaction as a priority, due to the let down to recognizing the unique chance that lies in front of them (Orute et al., 2012). In light of expanding the number of employees at organizations, satisfying their needs, and bolster them in an exact way is so essential and vital because dissatisfaction of employees can lead to organization drop in the marketplace and may affect their profit. It can motivate the workers to leave their current job in considering a better opportunity elsewhere. Among these problems can be the increased in job tasks, lack of training, and employee performance. Moreover, the gap of this research is there are no instantaneous study on the influence of HRP such as training & development, and employee performance on job satisfaction of staff.

 

Mutembei Charles G. and Tirimba Ibrahim O. (2014), focused on the critical dimension in the performance of organization i.e. strategic human resource management. It was examined to which extent organizations in Nigeria use various HRM practice and the perceived challenges and prospects of these practices (Okpara and Pamela, 2008). Researcher revealed that HRM practices, such as training, recruitment, compensation, performance Appraisal and reward systems were the issues of tribalism, AIDS, training and development and corruption are some of the challenges facing HRM in Nigeria. Sherafatia M. and Mohammadi R. (2014), studied the effect of Human Resource Management Strategy on Organizational Performance in Tehran Stock Exchange Market. To assess this, a model with 6 latent variables was used in which each of the 1231 International Journal of Current Research in Life Sciences, Vol. 07, No. 03, pp.1229-1233, March, 2018 variables has been measured by other indicators. To measure the indicators of the model, a questionnaire was prepared and distributed among 84 Human Resource Management Departments of firms on Tehran Stock Exchange. The model was examined using PLS Path Modeling Technique. It was found that Human Resource Strategy leads to human resource effectiveness because of enriching organizational performance. Schmidt, 2012, examined the relationship between satisfaction with employer-provided workplace training and overall job satisfaction. A significant relationship was found between job training satisfaction and overall job satisfaction. Time spent in training, training methodologies, and type of training were determined to be significant in their relationships to job training satisfaction. The methodology used in training made a significant difference in job training satisfaction. Most preferred by respondents were methodologies that involved face-to-face interaction provided by an instructor or job coach. Also found were significant interactions between job tenure and employment type (customer service representative or technical service representative) when examined with job training satisfaction. Based on these findings, recommendations were made for practitioners in the fields of training and human resource development, as well as for managers of employees working in customer and technical service occupations.

 

 

 

 

 

 

 

 

 

 

 

 

Bowen, D.E. & Ostroff, C. (2004). Understanding HRM-Firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203-221.

Crosby, P.B. (1972), Quality is Free, McGraw-Hill, New York, NY

Crosby, P.B. (1983), “Don’t be defensive about the cost of quality”, Quality Progress, April, pp. 38-9.

Campanella, J. and Corcoran, F.J. (1983), “Principles of quality costs”, Quality Progress, April, pp. 16-22

Franco-Santos, M., Kennerley, M., Micheli, P., Martinez, V., Mason, S., Marr, B., Gray, D. & Neely, A. (2007). Towards a definition of a business performance measurement system. International Journal of Operations & Production Management, 27(8), 784-801

Gimenez, C. & Ventura, A. (2002). Supply chain management as a competitive advantage in the Spanish grocery sector. Published Working Paper. No. 2, 04/2002, Universitat Pompeu Fabra’ (UPF), Barcelona, Spain.

Locke, E. A. 1976). The Nature and Causes of Job Satisfaction. In M. D. in Dunnette. Chicago, IL: Rand McNally

Mutembei Charles G. and Tirimba Ibrahim O. 2014. “Role of Human Resource Management Strategy in Organizational Performance in Kenya” International Journal of Scientific and Research Publications, Vol.4, Issue 10, ISSN 2250- 3153

Neely, A. (2005). The evolution of performance measurement research: Developments in the last decade and a research agenda for the next. International Journal of Operations & Production Management, 25(12),

Okpara, E. and Pamela, R. 2008. The new American workplace: Transforming work systems in the United States. Ithaca, NY: ILR Press.

Orute, R. O., Mutua, S. M., Musiega, D. and Masinde, S. W. 2012). Leadership Style and Employee Job Satisfaction In Kakamega County, Kenya. International Journal of Management Research & Review, Vol. 5(10), pp. 876-895

Plunkett, J.J. and Dale, B.G. (1988), “Quality costs: a critique of some economic cost of quality models”, International Journal of Production Research, Vol. 26 No. 11, pp. 1713-26.

Porter, M.E. & Millar, V.E. (1985). How information gives you competitive advantage. Harvard Business Review, July-August 1985, 149-160

Porter, M.E. (1991). Towards a dynamic theory of strategy. Strategic Management Journal, 12(8), 95-117

Ray, G., Barney, J.B. & Muhanna, W.A. (2004). Capabilities, business processes, and competitive advantage: Choosing the dependent variable in empirical tests of the resource-based view. Strategic Management Journal, 25, 23-37.

Sherafatia M. and Mohammadi R. 2014. “The Impact of Strategic Human Resource Management on Organizational Performance”, Indian Journal of Science and Research, Vol.2 (1), ISSN No. : 2250-0138, pp.172-178.

Schmidt, S. W. 2012. “The relationship between job training and job satisfaction: A review of the literature”, Vocational Education Technologies and Advances in Adult Learning, 197

Voss, C.A. (2005). Alternative paradigms for manufacturing strategy. International Journal of Operations & Production Management, 25(12), 1211-1222.

Wiklund, J. & Shepherd, D. (2003). Knowledge-based resources, entrepreneurial orientation, and the performance of small and medium-sized businesses. Strategic Management Journal, 24, 1307-1314.

Winter, S.G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24, 991-995