Category: Performance

One of the main problems of managers in the business world is how to evaluate the companys achievements fast and effectively. The main factor that influences the job performance is the employees behavior. There is the traditional approach which does not give qualitative results.

The business research conducted by Kaplan and Norton (1992) made it possible to create the other model for effectively measurement of the business performance that is based on four areas: financial perspective, customer perspective, internal business perspective and innovation and learning perspective; thus, the business performance is evaluated from different sides and carefully weighted from different perspectives.

Four areas upon which the Balanced Scorecard is built

The organizational effectiveness directly depends on the employees behavior. There are great many of different approaches and strategies that may measure the job performance with the aim to evaluate whether it is effective or not.

Traditional financial measures are not effective, so Kaplan and Norton (1992) created a modern model of measuring performance standards. The measurement system is called the Balanced Scorecard and includes four areas: financial perspective, customer perspective, internal business perspective and innovation and learning perspective. There four arias are the main parameters according to which job performance is weighted.

Each area carefully analyzes its own goals and measures items that are particular only to this sphere of interests. The main goal of financial perspective area is to measure the financial operations, whether they are effective and profitable. Customer perspective allows evaluating the business from the consumers side, how they see the company.

The internal perspective measures the opportunities of the company and evaluates the best sides of the company, states what it can do better. Innovation and learning perspective measures the opportunities to continue learning and training on the manufacturing and implementation of the innovative technologies in the company (Kaplan & Norton, 1992).

How should each of the four areas of the Balanced Scorecard be weighted?

Financial perspective, customer perspective, internal business perspective and innovation and learning perspective are the four areas that should be equally weighted while measuring the organizational business by means of the Balanced Scorecard. These four areas are like the details of one mechanism and it is impossible to weight one area better while forgetting about the other.

The system will work effectively and profitably only in the case of complex analysis (Schutta, 2006). If you will stress the measurement of the financial perspective and will reduce your attention while other perspectives analysis, the results will not be objective and trusted as some parameters were worse evaluated.

The avoidance of some perspectives may lead to unexpected results while Balanced Scorecard. First of all, the analysis will be based on wrong results and it will be impossible to trust such research. Moreover, if the results were accepted, the wrong conclusions would be made that may harm the business in general.

Therefore, it may be concluded that to see the whole picture of the business performance the Balanced Scorecard method should be implemented. Moreover, all four areas should be weighted equally, as it is inadmissible to pay more attention to one perspective while ignoring the other.

The financial perspective, customer perspective, internal business perspective and innovation and learning perspective must be carefully evaluated for the measuring of the organizational performance with the aim to improve the job effectiveness in future.

Reference List

Kaplan, R. S. & Norton, D. P. (1992). The Balanced Scorecard: Measures That Drive Performance. Harvard Business review. 70(1): 172-180.

Schutta, J. T. (2006). Business performance through lean six sigma: linking the knowledge worker, the twelve pillars, and Baldrige. New York: American Society for Qualit.

Introduction

Many companies implement various strategies that are geared towards boosting their success. For instance, some engage in establishing a culture or an atmosphere that is in tandem with their mission and vision while others emphasize the need for engaging their workers who are regarded as crucial assets that have the potential of turning companies into global giants. Google LLC, which forms the basis of discussion in this report, is an international organization located in Mountain View, California. The companys mission is to supply consistent, timely, and worthy information to users from all over the world. Hence, following the key role that the concept of employee engagement is perceived to play in influencing organizational performance, this report aims to develop a critical understanding of contemporary factors required for leading and managing employees efficiently for continued organizational economic performance, competitiveness, and success. The objective is to find out the link between workers level of engagement and organizational performance. From the findings, this report will recommend mechanisms that the chosen company can deploy to change the prevailing levels of employee engagement and, consequently, organizational productivity.

Literature Review

The Concept of Employee Engagement

According to Boddy (2016), the need for continued profitability and business sustainability in todays competitive world has forced many organizations to review their practices. For instance, the last few decades have been marked by companies heightened emphasis on culture transformation, including a change in the manner they handle or value their human resources. According to Padhi and Panda (2015), Saks conceptual framework on employee engagement (see Figure 1) offers a better starting point. The model reveals the outcomes that organizations may record when they provide or fail to avail of various elements that constitute employee engagement.

Organizations around the globe are currently assessing the role of workers in enhancing their continued achievements. Varied opinions that arise in many forms, including a mention of culture change, remuneration packages, and work-life balance imply that indeed companies view employee engagement from diverse perspectives (Phelps 2016). Allen (2014) presents workplace engagement as the emotional dedication that human resources express towards their companies, including the measures they adopt to guarantee institutional success. For example, Apples appreciation of the invaluable input of engaged workers forced it to adopt the 360^o-engagement strategy that embraces the link between zealous workers, client attraction and retention, and, subsequently, organizational performance (Madan 2017; Boddy 2016).

In my judgment, Allens (2014) definition of the concept under investigation is detailed because it captures elements that engaged workers display in a company. For instance, his view of employee engagement emphasizes the aspect of emotional devotion that is comprised of components such as care, allegiance, passion responsibility, and results from delivery (Allen 2014). Jindal, Shaikh, and Shashank (2017) present an analogous perception of the concept, although their view is focused on the organization, as opposed to workers. In this case, the authors depict employee engagement as the strategies that a company establishes to create a culture whereby its human resources always wish to go the extra mile to deliver their mandates in line with the set goals and objectives. Padhi and Pandas (2015) conceptual employee engagement framework (see Figure 2) is a combination of Allen (2014) and Jindal, Shaikh, and Shashanks (2017) definitions of the concept.

The above model points to the mutual positions that companies and their workers hold in enhancing employee engagement. Consequently, the HR department is tasked with ensuring that workers are fully engaged and that the respective organization avails the necessary support to facilitate the achievement of this goal (Jindal, Shaikh & Shashank 2017). For example, the HR unit at General Electric (GE) has ensured that the companys EcoAwards initiative that forms part of its employee engagement efforts is executed consistently for at least five years (Condon & Holdredge 2017). Such campaigns have enhanced employees commitment towards realizing the companys goal of decreasing the levels of harmful gasses that have been released into the atmosphere to the extent of ruining the environment through global warming. Other authors define employee engagement as the sense of purpose (Simpson 2016, p. 1) expressed by the workforce towards a companys mission.

It is crucial to note that the above diverse views regarding the concept of employee engagement are designed in a manner that matches particular companies specifications. Hence, although the available literature presents a general view of what employee engagement involves, the existence of distinct cultures that define the operations of particular companies implies the need for organizations to tailor their employee engagement strategies to reflect their mission and vision statements (Boddy 2016). According to Phelps (2016), employee engagement does not occur by chance. It follows a series of consistent efforts such as culture customization and structural modifications that companies put in place to maximize employees input while ensuring that they feel as crucial assets that keep them (organizations) operational and reputable. As will be revealed in the next section, organizations that implement employee engagement programs are driven by the desire to attain higher performance.

Discussion

The Relationship between Employee Engagement and Googles Performance

Allen (2014) reveals that indeed employee engagement has a substantial bearing on a companys performance, profitability, and, consequently, competitive advantage. Google appreciates the critical role of workers in realizing this goal. The company is ranked among the top-performing businesses in the world (Phelps 2016). Workers from different sectors agree that Google has one of the best working environments. Such a workplace setting encourages the companys workforce to remain engaged and focused on its mission and vision of availing consistent and valuable information to the global population. Google has demonstrated that everything good in a company comes at a cost.

The organization is the international leader in terms of the expenses it incurs for the sake of its employees. In my opinion, the companys recognition of an employee even after their passing away by extending decade-long financial support to their survivors is among the key elements that drive employee engagement and competitiveness in the organization. Such a notch-higher acknowledgment of the value of a worker, whether living or dead, places Google at the top-most position globally regarding its extent of implementing employee engagement strategies and, consequently, the reason why it is still the world leader in terms of performance. Consequently, in this report, it is imperative to examine the link between the levels of employee engagement and the organizations performance, productivity, and competitive advantage.

The study by Jindal, Shaikh, and Shashank (2017) reveals that organizations, which acknowledge the need for maintaining high levels of workers engagement, usually record exemplary performance and profitability. However, in my opinion, the research has the limitation of failing to specify what high-level performance entails. The authors needed to include specific elements that constitute high and low-level performance to help interested companies such as Google to gauge the extent to which they have implemented their employee engagement strategies.

According to Simpson (2016, p. 1), Increased levels of engagement lead to better organizational performance. The authors research seals the gap identified in Jindal, Shaikh, and Shashanks (2017) study because it introduces a model, namely, Employee Engagement Index, which other organizations can use to assess their degree of investing in this concept. It also includes universal elements such as workers perceptions of their companies bosses that constitute employee engagement. Consequently, with the help of the framework, Google has managed to determine areas that need improvement to attain the required engagement levels. The companys competitive advantage is linked to its employee wellness, nutrition, training and development, and even health schemes among others, which it has initiated to keep its employees engaged and committed to its mission.

Nonetheless, the article by Jindal, Shaikh, and Shashank (2017) confirms the existence of a connection between workers engagement, client devotion, and institutional profitability. Google has realized the impact that a welcoming environment has on its employee engagement levels. According to Phelps (2016), the companys efforts to implement employee-focused programs are founded on its motto of evading immoral actions because they hinder business productivity. In particular, the companys Chief People Manager, Laszlo Bock, was quoted saying, It turns out that the reason were doing these things for employees is not that its important to the business, but simply because its the right thing to do (Phelps 2016, para. 3). Hence, in line with Mishra, Sharma, and Bhaskars (2015) observations, Googles employee engagement strategies have boosted its competitive advantage and, consequently, it is global standing.

Conclusions and Recommendations

Regarding the objectives raised earlier in this report, it is confirmed that employee engagement is a crucial approach that contemporary companies are emphasizing to enhance their performance and productivity levels. The models discussed concerning the concept of employee engagement suggest the central role that employees and employers play in achieving the above goal. Nonetheless, from this research, one learns that organizations cannot attain the recommended employee engagement levels if they are not ready to invest massively in their workers who are key assets that drive their (organizations) profitability and performance agendas.

However, the findings from Saks framework indicate the consequences that companies may incur if they fail to implement appropriate employee engagement initiatives. Although the company has been consistent and effective in executing employee engagement programs to the extent of being ranked among the top-performing organizations globally, it is not prone to the above consequences. This claim is based on the recent turnover witnessed in 2009 whereby some of its key employees such as Elliot Schrage relocated to the companys rival, Facebook. Additional 100 workers were retrenched during the same year. Hence, as a way forward, the company may need to:

1. Upgrade its current HR system that may be interrupting its employees engagement levels, especially the continuous hiring of new workers. By reducing the tension that piles up among the existing labor force when new workers are hired, the company may witness an improved performance.
2. Revise its remuneration packages to seal gaps that may have informed top workers to opt for quitting to other organizations. Such a move will ensure that it always enjoys the services of its highly valued managers.
3. Establish a particular limit of employees or a particular timeframe that should lapse before hiring new workers. This strategy will not only cut its recruitment costs but will also ensure that the company has more time enhancing the experience and, consequently, the productivity of its existing pool of employees.

Reference List

Allen, M 2014, Employee engagement  A culture change, Web.

Boddy, D 2016, Management: an introduction, 7th edn, Pearson, London.

Condon, A & Holdredge, P 2017, 5 ways companies can weave sustainability into their DNA, Web.

Jindal, P, Shaikh, M & Shashank, G 2017, Employee engagement; tool of talent retention: study of a pharmaceutical company, SDMIMD Journal of Management, vol. 8, no. 2, pp. 7-16.

Madan, S 2017, Moving from employee satisfaction to employee engagement, International Journal of Research in Commerce & Management, vol. 8, no. 6, pp. 46-50.

Mishra, B, Sharma, B & Bhaskar, A 2015, Predictors of employee engagement: the case of an Indian PSU, The Indian Journal of Industrial Relations, vol. 50, no. 3, pp. 469-478.

Padhi, B & Panda, A 2015, A study on employee engagement models for sustainability of organisation, International Journal of Research and Development  A Management Review, vol. 4, no. 4, pp. 79-85.

Phelps, S 2016, Learning from Google: 15 ways to drive employee engagement, Purple Goldfish, Web.

Simpson, H (ed) 2016, Federal employee engagement and performance: trends, drivers, and value of outcomes, Nova Science Publishers, New York, NY.

Introduction

Corporate social responsibility (CSR) can be defined as a sum of organizational activities aimed at the assessment of the organizational impact on a wider societal good and the subsequent measured and deliberate responsibility-taking process. The global economic crisis of 2007-2008 brought to the fore the importance of CSR as a model of corporate governance, thereby forever changing the managerial landscape of the global business community (Brammer, Jackson, & Matten, 2012). An important lesson of the post-crisis era can be summarized as follows: reckless actions of corporations can turn the limited liability into the collective liability of the world. Given that corporations are the driving gears of the modern economy, it is necessary to explore the functioning of CSR in the modern business environment.

The aim of this paper is to discuss the role of CSR in the corporate world and its implications for the financial performance of a company. The paper will also explore the relationships between CSR and the effectiveness and performance of managers at different levels.

CSR and Firm Value

CSR Dimensions

Taking into consideration the fact that CSR is an umbrella term encompassing numerous activities, it is necessary to describe them before starting the discussion of the link between CSR and firm value. There is no general consensus on what activities fall under the category of CSR; however, it is possible to discern its two dimensions: social and stakeholder (Servaes & Tamayo, 2013). These two facets of CSR drive all organizational activities that fall under the mantle of the promotion of corporate accountability, sustainability, fairness, and value creation. The dimension of social responsibility can be divided into the following categories: economic responsibilities, legal responsibilities, ethical responsibilities, and philanthropic responsibilities (Bateman & Snell, 2016). Figure 1 shows a pyramid of global social responsibility.

The Link in Practice

There is a large body of literature indicating that there is a link between CSR activities and firm value. Numerous scholars point to the improvement of brand image as a method for increasing sales and attracting capital for socially conscious investors (Edmans, 2012). However, while the connection between CSR and economic performance and the value of a company can be easily established in theory, it is much harder to document it in practice. The findings of a meta-analysis conducted by Orlitzky, Schmidt, and Rynes show that there is a bi-directional relationship between these variables (as cited in Edmans, 2012).

A positive connection between CSR and the financial performance of a company has been discovered in a study involving 205 Iranian consumer goods producers (Saeidi, Sofian, Saeidi, Saeidi, & Saaeidi, 2014). The study also reveals that factors such as reputation, customer satisfaction, and a companys competitive advantage mediate this relationship.

Wu and Shen (2013) who analyzed data from the Ethical Investment Research Service (EIRIS) databank argue that there is a positive link between CSR and the financial performance of financial services organizations. The researchers posit that the influence of CSR on the performance of studied entities manifests in terms of return on assets, return on equity, and net interest income (Wu & Shen, 2013). Table 1 shows the number of bank observations in different countries and how it relates to CSR index.

It is clear from the table that banks in Switzerland and the United Kingdom conduct more effective CSR activities than banks in other countries. Another study by Lioui and Sharma (2012) concentrated on the exploration of the connection between environmental social responsibility and the financial performance of a company. The researchers obtained data from KLD STATS Inc.s CSR rating reports that covered such diverse areas as community, environment, human rights, and employee relations among others. Return on assets and Tobins Q ratios were measured to show that there was a positive relationship between environmental CSR concerns and the financial performance of a firm.

Managers Effectiveness and Performance

In order to better understand the CSR function within an organization, it is necessary to discuss it at different levels of analysis. According to Aguinis and Glavas (2012), in addition to stakeholders who often serve as a driver of CSR initiatives and customers who influence them through product purchasing and monitoring, managers are the main catalyst for change in terms of CSR. Therefore, it is important to review the influence of CSR activities pursued by a company at the organizational level of analysis.

The findings of a study conducted by Aguinis and Glavas (2012) reveals that employees perceive managerial CSR efforts as a key part of visionary leadership, which helps to enhance team performance, thereby positively influencing firm performance. Furthermore, CSR values are associated with organizational pride, which is also an important variable in the relationship between CSR and firm performance.

CSR is a concept that is closely related to the perceived effectiveness and performance of managers, which are essential for the creation of a propitious organizational culture. Therefore, it is safe to say that the social-psychological environment of a company driven by CSR intentions is a product of managerial efforts at the individual level of performance whose effects translate into effective value creation.

By drawing on the social exchange theory, it is possible to argue that employees reciprocate with positive attitudes and behavior to the extent to which they perceive their leaders to have met their social responsibility expectations (Boh & Wong, 2013). Therefore, organizational citizenship behavior at the team level of performance is highly dependent on the consequences of ethical leadership, which is necessary for meaningful CSR activities. It is safe to assume that there is a difference between the quality of leader-member exchange in CSR-driven companies and those firms that do not exhibit socially-oriented behavior.

It has to do with the fact that decisions aimed at cost reduction without a balanced approach to social responsibility will not be perceived by employees as instances of ethical leadership. Indeed, Yuki, Mahsud, Hassan, and Prussia (2013) argue that managerial effectiveness at all levels of performance depends on the leader-member exchange, the quality of which is an important predictor of the overall leader effectiveness. Table 2 shows the regression analysis for managerial effectiveness.

As is shown in the table, ethical leadership is not only a core of meaningful CSR efforts but also is a powerful predictor of leader effectiveness. Therefore, it naturally follows that managers effectiveness and performance in CSR-aimed companies are mediated by social responsibility-oriented behaviors at all levels of performance.

Conclusion

The following lessons have been learned in the process of writing the paper:

1. Being a sum of organizational activities aimed at assessing and taking responsibility for its impact on a wider societal good, CSR affects the effectiveness and performance of managers at all levels.
2. The financial performance of CSR-oriented companies far outstrips that of corporate entities that are not driven by social responsibility intentions.

References

Aguinis, H., & Glavas, A. (2012). What we know and dont know about corporate social responsibility: A review and research agenda. Journal of Management, 38(4), 932-968.

Bateman, T., & Snell, S. (2016). Management: Leading & collaborating in a competitive world (12^th ed.). New York, NY: McGraw-Hill Education

Boh, W., & Wong, S. (2013). Organizational climate and perceived manager effectiveness: Influencing perceived usefulness of knowledge sharing mechanisms. Journal of the Association for Information Systems. 14(3), 122-152.

Brammer, S., Jackson, G., & Matten, D. (2012). Corporate social responsibility and institutional theory: New perspectives on private governance. Socio-Economic Review, 10(1), 3-28.

Edmans, A. (2012). The link between job satisfaction and firm value, with implications for corporate social responsibility. Academy of Management Perspectives, 26(4), 1-19.

Lioui, A., & Sharma, Z. (2012). Environmental corporate social responsibility and financial performance: Disentangling direct and indirect effects. Ecological Economics, 78(1), 100-111.

Saeidi, S., Sofian, S., Saeidi, P., Saeidi, S., & Saaeidi, S. (2014). How does corporate social responsibility contribute to firm financial performance? The mediating role of competitive advantage, reputation, and customer satisfaction. Journal of Business Research, 12(1), 1-10.

Servaes, H., & Tamayo, A. (2013). The impact of corporate social responsibility on firm value: The role of customer awareness. Management Science, 59(5), 1045-1061.

Wu, M., & Shen, C. (2013). Corporate social responsibility in the banking industry: Motives and financial performance. Journal of Banking & Finance, 37(1), 3529-3547.

Yuki, G., Mahsud, R., Hassan, S., & Prussia, G. (2013) An improved measure of ethical leadership. Journal of Leadership & Organizational Studies, 20(1), 38-48.

Introduction

Enhancing the performance of a certain team in a specific business environment implies that the person acting as a change agent is capable of identifying every single variable in the corporate equation. Unless the crucial concepts are identified, creating an efficient team is hardly possible. Therefore, the definitions provided for the items below can be viewed as the foundation for becoming an efficient team leader and improving the performance rates successfully.

Stakeholders

As a rule, the concept of a stakeholder serves as the umbrella term for all people that are somehow related to a specific project or a certain company. In other words, the stakeholders of a company can be described as the people that are affected in some way by the decisions and choices made by the entrepreneurship. For instance, both customers of a specific company and the employees working for it can be deemed as the stakeholders of the entrepreneurship, as the changes in the companys policy will affect both categories (Benbow, & Kubiak, 2009a).

CTQ factors

In the Six Sigma framework, CTQ, or Critical to Quality, are the quality parameters that define the product quality standards set in a particular organization. In addition, CTQ may also be viewed from the customers perspective. To be more accurate, CTQs are the quality standards that reflect the needs and expectations of the target customers. Therefore, CTQs serve as the tools for making sure that the product is important and valuable to the customer (Benbow, & Kubiak, 2009b).

Benchmarking

As a rule, the process of results assessment, especially when comparing the current results with the customers expectations, is referred to as benchmarking. The benchmarking stage is carried out at the beginning of the evaluation process and starts the audit. The significance of the subject matter is determined by the insight that the participants gain during the procedure: Benchmarking is useful for driving breakthrough improvement over continuous improvement (Benbow, & Kubiak, 2009c).

Balanced Scorecard

A Balanced Scorecard is a tool used for strategic planning, as well as the further management of the teams performance. To be more accurate, the Balanced Scorecard allows measuring the results of a companys performance based on the existing standards and, therefore, defining the outcomes as either valid or not (Benbow, & Kubiak, 2009d). A Balanced Scorecard is a perfect tool for identifying the direction in which a firm needs to evolve to meet the increasingly demanding needs of the target customers.

Cost of Quality

The concept of the Cost of Quality is typically rendered as the set of methods serving the purpose of defining the efficacy of a company in producing high-quality products (Benbow, & Kubiak, 2009e). In other words, the Cost of Quality should be interpreted as the framework that creates prerequisites for the companys further evolution, its acquisition of new customers, and the success in increasing loyalty rates among the old ones.

Conclusion

Serving as the means for identifying the crucial variables in the performance enhancement formula, the concepts listed above need proper identification. The definitions for the items in question, therefore, should be viewed as the prerequisites for carrying out a successful analysis of a particular team, determining the problems that it has faced or may encounter in the future, and designing the strategy that will help avoid or confront these problems successfully.

Reference List

Benbow, T. M., & Kubiak, D. W. (2009a). Chapter 3. Impact on stakeholders. In The Certified Six Sigma Black Belt handbook (2nd ed.) (pp. 22-23). Milwaukee, WI: American Society for Quality.

Benbow, T. M., & Kubiak, D. W. (2009b). Chapter 4: Critical to x (CTx) requirements. In The Certified Six Sigma Black Belt handbook (2nd ed.) (pp. 24-25). Milwaukee, WI: American Society for Quality.

Benbow, T. M., & Kubiak, D. W. (2009c). Chapter 5: Benchmarking. In The Certified Six Sigma Black Belt handbook (2nd ed.) (pp. 26-27). Milwaukee, WI: American Society for Quality.

Benbow, T. M., & Kubiak, D. W. (2009d). Chapter 6: Business performance measures. In The Certified Six Sigma Black Belt handbook (2nd ed.) (pp. 28-31). Milwaukee, WI: American Society for Quality.

Benbow, T. M., & Kubiak, D. W. (2009e). Chapter 7: Financial measures. In The Certified Six Sigma Black Belt handbook (2nd ed.) (pp. 32-36). Milwaukee, WI: American Society for Quality.

Introduction

Generally, performance appraisal may be used to serve various purposes including monitoring performance concerning the attainment of organisational goals, rewarding employees based on their productivity and identifying developmental gaps performance (Cleveland, Murphy and Williams, 1989). In many of the organisations, the appraisal results are used either directly or indirectly to decide on the rewards payable to the employees for their performance over a definite past period.

In other words, the appraisal systems are used to identify and differentiate the better-performing employees and reward them with promotions, pay raises, and bonuses to motivate them to perform and achieve more. In some cases, the appraisal system results are used to monitor the performance of the employees and to identify the reasons for deficiency in the performance level. Groeschl (2003) claims that performance appraisal serves the role of identifying performance gaps and need for improvement.

Yet another objective of performance appraisal is associated with organisational development, where it is suggested that the deficiency in employee performance can be improved by identifying such weaknesses and providing on the job training to improve the skill of the employees. Shelly (1999) claims that it is a developmental tool geared toward training and shaping the long-term career path of employees. However, there has been continued debate as to whether performance appraisal can be used exclusively for meeting any of these objectives or whether it can be used to meet all these objectives in a combined way.

Many researchers, management consultants, and psychometricians have disputed the applicability and reliability of the performance appraisal process for improvements in employee performance as well as for organisational development. Some of these people have even suggested that the performance appraisal process is flawed inherently that it may not be possible to correct it ever. (e.g., Derven, 1990).

On the contrary, there are many scholars and researchers, who have advocated the utility of performance appraisal. Some of them have even viewed as a crucially important phenomenon in the life of any organisation (e.g., Lawrie, 1990). In this context, this paper critically reviews the role of performance appraisal systems in meeting these organisational objectives. A real-life example of a performance appraisal system being followed in XYZ Hotel is used for arriving at the theoretical foundations discussed within this paper.

Founded in 1992 in Oxford, UK, the hotel boasts of having a competent and motivated workforce, much to the envy of other competing hotels. However, this was not the case five years ago, as the firm was performing poorly mainly due to presence of dissatisfied staff and archaic appraisal system. The hotel began as a simple family-owned café but grew over the years to become one of the leading hotel chains in the region, with a network of five branches.

Performance Appraisal as a Monitoring Tool

Monitoring the performance of the employee would be very hard if there were no goals, which had been set for the employee. Performance appraisal is a vital component of a broader set of human resource practices; it is the mechanism for evaluating the extent to which each employees day-to-day performance is linked to the goals established by the organization (Coutts and Schneider, 2004).

Even though subordinates dislike this process in the traditional command and control style of leadership, this method seemed to be a perfectly suitable model for measuring performance (Fandray, 2001). Ellickson and Logsdon (2001) proposed a positive relationship between performance appraisal outcome of employee motivation and the resultant job satisfaction; on the other hand, Reiner and Zhao (1999) looked at the feedback about the job performance of an employee to be the strongest factor for enhancing employee motivation.

Unless an efficient performance appraisal system in place, it would be difficult to pinpoint the weaknesses and shortcomings in employee performance. Based on the appraisal system the employees can be provided with the feedback on their shortcomings, which goes to guide the individual employees in their professional growth and development. Based on the assessment of the individual capabilities it is possible to identify the appropriate talents.

This helps the establishment of core competencies across various departments, which are very essential to enhance the competitive strength of the firms. By identifying the weaknesses, the firm can provide effective feedback to the senior executives so that remarkable changes in the performance can be expected from them. At senior levels, if the performance of the executives is not up to the mark it will seriously hamper the growth and development of the organisation.

Based on an analysis of the views expressed by the different scholars there are certain benefits identified to be resulting from the performance appraisal systems. These benefits normally enable the employees to get feedback on the assessment of their performance. The assessment is carried out usually over one year or on any other periodic basis. This is expected to result in increased productivity and enhanced employee motivation. The appraisal system also is expected to provide for establishing goals for the employees and making the individual goals correspond with the organisational goals while fixing the training required for the employees.

It is argued that any performance appraisal system is largely based on the perceptions of the supervisor and there is merit in this argument. The supervisors alone provide the input to the performance appraisal systems. Hence so that the appraisal systems provide the idealistic benefits the perceptions of the manager must be objective, accurate, comprehensive and free from any significant bias. Otherwise, the whole system would become flawed making it unworkable. There are also possibilities that the manager who is responsible for making the appraisal of an employee being influenced by the employee himself or any other person like the client or customer, co-workers or other managers on behalf of the employee.

Moreover, the managers always have pressure from other systemic and structural aspects while doing the appraisal. Thus in the case of an appraisal involving a five-point scale, it may not be possible for the manager to assess and put everyone on the highest scale. This leaves a tactful task of categorising the employees performance not only based on their performance but also based on the mangers perceptions. There are chances that this vitiates the performance appraisal results and cause design-motivation among certain of the employees. In this respect, Wilson, (2002) observed the problems of appraisal systems and even observed whether it is necessary to link employee promotion with an appraisal.

The management of XYZ Hotel always monitors the service delivery by different employees in the company. During the beginning of the year, the employees are tasked with the job of identifying the clients needs and development of products, which satisfy the clients needs. This may be either through the development of new recipes and customised services or through improving the quality and features of certain existing services offered.

Performance Appraisal as a Mechanism for Rewarding Staff

Lee (2006) points out that managing performance is a difficult and complex task in any organisation. Nevertheless, it remains an important task to undertake, as the potential impact of the performance management process cannot be undermined in any progressive organisation. Kessler (2003) observes that the performance appraisals are one of the most important requirements for conducting any business successfully and for having an effective Human Resources (HR) policy.

Recognising and rewarding will promote effective performance in any organisation and it helps in identifying ineffective performers for organisational development. Identifying employees who are unable to perform effectively and taking the necessary steps to improve the effectiveness in their performance is a key aspect of improving the HR performance (Pulakos, 2003). The supervisor must be able to understand the nature of the functions of the subordinates. He/she should identify the sources from which he/she can collect the required information.

Such information has to be gathered in an orderly fashion, which is made available as feedback. It is also necessary to integrate the collected information into the performance appraisal systems, which later can be used in performing the complex tasks of employee compensation, job placement, and training decisions and assignments (London 2003).

Performance in the organisation is always enhanced by the motivational aspect of employees, such that those employees that are more satisfied with their relationship with the organisation tend to be more productive and loyal. In this case, Rudman (2003) noted that employees would be motivated with compensation that is directly linked to their performance. Literature concerning the appraisal feedback suggests a possible positive influence of feedback on employee performance (Bretz et al 1992; Dorfman et al. 1986).

Noting the importance of performance appraisal on the productivity of employees and the growth of the organisation, XYZ hotel established a performance appraisal system has become an integral part of its growth. The hotel undertakes performance four times a year, i.e. at the end of every quarter of a calendar year. In this appraisal, employees performance is evaluated both in terms of productivity and behaviour, organisational performance in the relation of goals achievement is also evaluated, and variance between the actual performance and targets identified. From these evaluations, the hotel has established a reward system where employees who performed better during the year are rewarded accordingly.

Performance Appraisal as a Developmental Tool

Bryson and Freeman (2007) also report a positive association between monitoring and performance pay. When applied as a development tool the performance appraisal requires a development plan and requires the performance appraisal to be involved more in the individual employee development rather than the organisational development. This approach aims to improve organisational performance by improving individual employee skills. The collection of information and data on the worker skills and career goals in a central information pool as the modern trend in performance appraisal approaches.

The objective of performance appraisal is to enable the employees to look at themselves as to what they are capable of. The employee whose performance is being assessed must appreciate the need to improve his/her job performance and should be prepared to commit himself to a developmental plan for improving job performance. The elements of the performance appraisal as a development tool must enable the employees and the supervisor to come to a mutual agreement on a development plan for the ensuing appraisal period.

It becomes the responsibility of the manager to assess the progress of the employees during the year to ensure that the development plan agreed upon is being carried out to provide the expected result. Thus, the performance appraisal when used as a development tool encompasses several elements, which enhance the utility of the systems. The first element of the appraisal process is to educate the employees to make a self-assessment of them. The second element is to make the employees appreciate the need for bringing improvement in their job performance. The third element is to make the employees involve themselves in the development of plans for performance improvement and effective career planning.

The involvement of the employees in the performance appraisal process from the beginning and informing them about their progress or any lacking thereof periodically would give them a stake in the development process. By this way, the employees would be prevented from directing their anger towards the supervisor or the organisation for any lack in their progress. The feedback enhances to positive reinforcing of the required behaviour of the employees, leading to both the development of the individual and the organisation (Mathis & Jackson, 2008).

There is also a continuous training program for all employees, which is also influenced by developmental gaps identified in goal achievement evaluation. However, one important aspect of the hotels appraisal system is the fact that employees are first allowed to appraise themselves against certain criteria and then a discussion with the appraisers follows. The XYZ Hotel has established a 360-degree feedback system that allows employees to get feedback from diverse raters including supervisors, co-workers, and customers. This feedback, according to Rudman (2003) is instrumental in allowing employees cognitively to reflect on their performance and competence, thus creating self-awareness that enhances them to seek developmental assistance from the organisation. The success of the system is evidenced by the fact that the hotel is said to control about 20% of the market share in the region.

Summary of Theories

The research in the field of performance appraisal systems and its effect on employee and organisational performance has given rise to different theories concerning appraisal systems. Theories suggest the possible utility of the systems in providing rewards and recognition for the employees. There are some research works, which look at performance appraisal as an effective monitoring tool and these theories advocate the use of feedback on employee performance for eliminating deficiencies in the performance. Most of the theoretical frameworks confirm the positive role of performance appraisal in the overall organisational development because of the alignment of individual performance with organisational performance.

Critical Analysis of Theories Discussed

Theoretically, performance appraisal systems can be used as a monitoring tool for employee performance. Considering a situation that when the employees know that their next pay rise or promotion is dependent on an appraisal result, they may not have the tendency to admit their work problems and they would naturally downplay their weaknesses. It is not the case only with the employees the performance appraisal results have an undesirable effect, even the appraisers in many cases feel awkward when they are given the task of acting as both the judge and person executing the decisions. This feeling of the appraisers is not too difficult to comprehend.

The appraisers in all the cases know their subordinates whose performance they are appraising and obviously, they are under supervisor-subordinate relationship and work with them on a day-to-day basis. There may be occasions when they have to mix socially. It makes a big difference when based on a performance appraisal the subordinates are advised by these supervisors to improve some of their skills than where the findings from the appraisal directly create a situation of withholding a promotion or stopping a pay rise. The latter occasion embarrasses both the appraiser and appraise. Despite the sentiments involved, the performance appraisal system is being followed by organisations of different sizes and nature in different forms handing over different rewards and punishments to the employees based on an appraisal of their performance.

Despite the positive influence of performance appraisal systems in improving individual performance, some authors claim that the system tends to have shortcomings, especially when the ratings are faulty. According to Arnold and Pulich (2003), errors in rating employees may create hallo effect, horn effect (where negative aspects of employees are generalised in their rating), stereotyping effect (where the characteristics of one are based upon those of others), errors of central tendency, status effect (where seniors are rated more favourably than juniors), and biasness in terms of gender, age or ethnicity.

Also, politics are viewed as playing a big role in appraisals, for instance, Longenecker et al (1987) claim that majority of employee ratings will always have an element of opinionated aspects, with appraisers acting discretionary through the use of the bureaucratic process to undermine subordinates. Moreover, some appraisers tend to abuse the appraisal process as a control tool by using it as a disciplinary tool such that, when the firm wants to restructure, those employees with low ratings are laid off first. Nevertheless, one aspect that has been noted is that performance appraisal is used as a control tool to enhance employees commitment to the roles that the organisation has earmarked for them.

Secondly, according to theories evolved in the field, performance appraisals have the objective of ensuring rewards and recognitions to the employees based on their performance. However, does the pay contribute significantly to performance? Generally, the theory of motivation provides that various factors come into play in influencing performance. Primarily, to be motivated, employees must first be able to satisfy their needs, and in this case, Maslows hierarchy of needs comes into play. Emery and Giauque (2001) also found that employees have an appreciation for non-monetary forms of remuneration such as working hours, improvements in equipment and work resources and the development of skills.

Further, the managers can work on effective performance appraisal systems only when they are capable of assessing the performance of the employees fairly and accurately. It should be understood that evaluating employee performance is a complex task. Some of the scholars while advocating the use of performance appraisal systems for monitoring the performance scorn the use of it for rewarding the employees with pay raises and promotions based on such appraisal systems. The people following this school of thought are of the view that the linkage of appraisal systems to the employee rewards reduces the developmental value of appraisals. When the employee rewards are related to appraisal systems, such systems instead of becoming an opportunity for constructive review and encouragement are reduced merely as a means of judgment, extending corrective action having a negative effect.

The third objective of performance according to theoretical perspectives is that such systems would contribute to organisational development. While the arguments against performance appraisal systems to function as a monitoring tool and a mechanism for rewarding the employees have some merit, it cannot be disputed that identifying the weaknesses of employees leads to the identifying the training needs of them so that organisational development can be achieved by improving the individual employee performance. However, many authors have not favoured using the performance appraisal for multiple purposes, as it may not produce the desired improvements in organisational development.

Conclusion

The focus of performance appraisal is centred around all the three basic objectives of monitoring, rewarding and organisational development. The relevancy of the appraisal systems can be seen in assessing the performance of the employees since in achieving the organisational development the performance of the employees alone matter. Moreover, it is also important that the appraisal system deals with valid issues, concrete, and relevant rather than those, which are purely emotional, subjective and employees feelings-based, because any appraisal systems based on the emotions may not bring out the true performance level of the employees.

The other objective is to reach an agreement on the expectations of the employees in terms of their performance and the reciprocation of the organisation in return for the performance levels achieved. This is possible by closely monitoring the performance and providing feedback to them. The improvement in the employee performance largely depends on providing the employees with a reward system commensurate with the levels of performance as well as on providing effective feedback to them on their deficiencies for attempting to eliminate the deficiencies.

Once there is an improvement in individual performance, it automatically leads to organisational development. Therefore, it can be concluded that performance appraisal can be used as a monitoring device, as a mechanism for rewarding staff, and as a developmental tool for improvement in the overall organisational performance and it can contribute greatly in the achievement of all the three objectives.

References

Arnold, E. and Pullich, M., 2003. Personality Conflicts and Objectivity in Appraising Performance. The Health Care Manager, Vol. 22, No. 3.

Bretz, R. D., Milkovich, G. T. & Read, W. 1992. The current state of performance appraisal research and practice: Concerns, directions, and implications. Journal of Management, 18(2), 321-352.

Bryson, A. and Freeman, R.B. 2007. Doing the Right Thing? Does Fair Share Capitalism Improve Workplace Performance? Employment Relations Research Series No. 82. London: Employment Market Analysis and Research, DTI.

Cleveland, J. N. et al. 1989. Multiple Uses of Performance Appraisal: Prevalence and Correlates. Journal of Applied Psychology, Vol. 74, No. 1, pp 130-135.

Coutts, L.M. & Schneider, F.W. 2004. Police officer performance appraisal systems: how good are they? Policing, An International Journal of Police Strategies & Management Issue 27 Vol 1: p 67-81.

Derven, M.G. 1990. The paradox of performance appraisals. Personnel Journal, Vol 69, February, pp107-111.

Dorfman, P. W., Stephan, W. G., Loveland, J. (1986). Performance appraisal behaviors: Supervisor perceptions and subordinate reactions. Personnel Psychology, 39, 579-597.

Ellickson, M., Logsdon, K. 2001. Determinants of job satisfaction of municipal government employees State Local Government Review 33(3), 173-184.

Fandray, D., 2001. The New Thinking in Performance Appraisals. [Online]. Web.

Groeschl, S., 2003. Cultural Implications for the Appraisal Process. Cross Cultural Management, Vol. 10, No. 1, pp. 67-79.

Kessler, H. W. 2003. Motivate and reward: Performance appraisal and incentive systems for business success Curran Publishing Services Great Britain.

Lawrie, J. 1990. Prepare for a performance appraisal Personnel Journal Vol 69, pp.132-136.

Lee D. 2006. Christopher White Paper: Creating a Better Performance Management System. Web.

London, M. 2003. Job feedback: Giving, seeking, and using feedback for performance improvement Second Edition Lawrence Erlbaum Associates London, England.

Longenecker, C. O. et al. 1987. Behind the Mask: The Politics of Employee Appraisal. The Academy of Management Executive, Vol. 1, No. 3, pp 183-193.

Mathis, R. L. & Jackson, J.H., 2008. Human resource management. OH: Cengage Learning.

Pulakos, E.D. 2003. Ratings of job performance Chapter 11 in Applied measurement methods in industrial psychology Davies-Black Publishing Palo Alto California.

Reiner, M.D., Zhao, J. 1999. The determinants of job satisfaction among United States air force security police. Review of Public Personnel Administration, 5-18.

Rudman, R., 2003. Human Resources Management in New Zealand. Auckland: Pearson Education.

Shelly, S., 1999. Diversity of Appraisal and Performance-Related Pay Practices in Higher Education. Personnel Reviews, Vol. 28, No. 5.

Introduction

Organizations benefit immensely from training employees because well-trained workers have higher productivity and output. Studies have shown that companies that invest in employees professional development report lower rates of absenteeism and staff turnover, as well as increases in innovation and customer satisfaction. It is important to educate new employees about the companys policies, organizational culture, job responsibilities, and work expectations. Existing employees should be trained in order to improve their skills and facilitate professional development. Effective training can be accomplished in many ways, and the method of choice depends on the objectives of training. This paper will discuss three training methods, how they are applied, and their advantages as well as disadvantages.

Classroom-Based Training

This is a traditional style of training that is widely used by companies because of its effectiveness. Surveys have shown that it is applied by approximately 13% of organizations, and it covers about 42% of the hours set aside for training purposes (Hodges, 2020). It mimics educational environments that exist in institutions of learning such as high schools and colleges. An expert on a certain field trains employees through lectures that are augmented by visual presentation tools like PowerPoint presentations. Classroom training has several benefits: it allows the workers and the trainer to interact and creates a positive environment for teacher-learner relationships (Hodges, 2020). It provides resources that allow the trainees to ask questions, discuss issues, and give their opinions. Moreover, it allows the trainer and the trainee to form relationships that could extend beyond the classroom. The main disadvantage of this method is its lack of scalability. An instructor has to be present always and one-on-one interactions become difficult in classrooms with many participants (Hodges, 2020). Its rigidity hampers the learning of individuals who would like to tackle more challenging subjects. In that regard, they cannot create personalized schedules.

Video Training

Video training is gradually becoming the training method of choice because of globalization and technological advancement. It has been used effectively for both internal and external training purposes. Surveys have shown that 44% of business executives agree that in the next five years, video training will be the preferred training method in the majority of businesses around the world (Hodges, 2020). Moreover, employees prefer videos to emails and documents that they describe as dull and tiring. The different approaches used by trainers include animation, screen recordings, live action, and to-camera (Sharma, 2020). Video training has several benefits: they make learning easy, cheap to produce, always accessible, and easy to update content. Trainees can access videos from any location and through different devices. They can watch them at any time and re-watch the content for enhanced comprehension. Video production is cheaper than creating online learning platforms and hiring experts. Approaches such as animations make learning easier because they increase learner engagement and break down complex content into understandable bits using graphics and images (Sharma, 2020). Unlike online platforms that need IT administrators to change content, videos are easy to edit. The main disadvantages are its lack of interaction and the inability to apply it effectively to group learning and relationship building. It is most effective for individual learning.

Computer-Based Training (CBT)

This method does not involve an instructor and employees interacting with learning resources through a computer. The various types of approaches involved include simulations, tutorials, discussion forums, and multi-media enhanced textbooks (Sharma, 2020). It is an effective method because many employees are technology savvy and they find it engaging. Learning materials are usually provided in software packages, and learners are required to know how to use them. The most common type of CBT is software-based training that includes offline and individualized courses (Sharma, 2020). In many instances, they include self-paced learning activities that are free from distractions that could slow down the learning process. Organizations that use CBT prefer it because it is secure, easily manageable, can be used for large numbers of employees. In addition, it is cost-effective, flexible, efficient, and it has the potential to produce fast and noticeable results (Hodges, 2020). It is agile and easy to deliver as the resources needed are readily available. Its disadvantages include a lack of interaction and its inapplicability to relationship-building training.

Conclusion

Work performance training is an important aspect of professional development in organizations. It increases employees productivity, self-esteem, lowers staff turnover and increases employee retention. Companies use different methods to deliver training programs to employees. They include classroom, video, computer-based, manual, and directed study. The choice of method used depends on the objectives of training and the intended outcomes. Classroom-based training encourages interactions and facilitates the creation of relationships. Video training is cost-effective, flexible, and easy to change content. However, it does not involve one-on-one interactions. CBT is beneficial because it is cost-effective, flexible, efficient, scalable, secure, and manageable. However, it is inapplicable in training programs that are aimed at building relationships. It is important for an organization to evaluate its training objectives first in order to choose the most appropriate training method.

References

Hodges, J. (2020). Organizational development: how organizations change and develop effectively. Macmillan Education Limited.

Sharma, F. C. (2020). Human resource management. SBPD Publications.

Introduction

This paper attempts to present and define three of the concepts from the Human Resource Management course. In addition to the definitions, the mentioned concepts will be illustrated and discussed in terms of how one is to react to encountering these phenomena in real life. The three concepts are performance appraisal, sexual harassment in the workplace, and job analysis.

Performance Appraisal

As a concept, performance appraisal is also known as the evaluation of performance. It stands for the process that serves to assess the results, productivity, and quality of work of an individual employee according to the criteria that were defined primarily (Performance Appraisal par. 1). That way, the specific standards, and tools are required to perform a qualified evaluation of an employee. The purpose of performance assessment is to collect the data about the employees work. On the basis of the gathered information, the manager would be able to analyze the performance of the employees, assign fines or incentives based on the achievements or failures, and provide guidance for the workers as to their future objectives (MSG par. 1).

The evaluation of the employees performance is required for the manager to be able to identify their strengths and weaknesses, provide timely and useful feedback to correct and adjust the performance, and achieve better productivity. Besides, the appraisal allows the manager to evaluate the quality of training programs preparing the employees for their work, and helps them to maintain order in the workplace by means of learning about the most recent changes in performance to avoid possible problems or to enhance the areas of the highest success.

Experience

Performance appraisal is not limited to the business environments and workplaces and can be applied in many spheres. For instance, performance appraisal can be observed in personal relationships when the family members, friends, or couples provide feedback to one another based on certain events. For example, a parent may review their childs grades to evaluate how well the child is performing as a student and take all the required measures to help the child improve the results or express appreciation of the current performance if the results are good.

My first personal experience of performance appraisal occurred at my very first job  a salesperson at a flower shop. In that workplace, the performance of all the employees was evaluated on a daily basis by the store owner. The only criterion for the appraisal was the level of income each worker would bring per one shift. Based on the assessment of the results, the owner would express his appreciation or dissatisfaction verbally. The main motivator of the employees was the condition based on which we were paid  a percentage of each purchase. As a manager, the owner of the store was not skilled, and that is why whenever he was dissatisfied with the results of a particular worker for about a week in a row, he would make the decision to fire this person and hire a new worker.

The training of the newly hired personnel was delivered by the experienced salespersons. In fact, training a new employee I had my first experience of providing the performance appraisal. I was aware that the owner was mainly interested in the profit generated by the workers but as a salesperson with some experience of work at that store I knew that some other qualities were necessary. For instance, since many people shared the same work on a daily basis, it was appreciated when a worker was organized and had a habit to clean up the working space after ending the shift. That way, my evaluation of the new employees results was based on how well her customer service skills were, how many purchases she had per shift, and how well she treated the common working space. I delivered my feedback in the form of recommendations guiding her performance.

In my opinion, performance appraisal is a crucial aspect of any work and it is beneficial for both the employees and the managers as it provides them with the awareness of the development of the work process, informs the about strong and weak sides of the performance, and helps them adjust the future attitudes in order to improve the results.

Sexual Harassment in the Workplace

Sexual harassment is defined as sexual behavior that can be perceived as insulting, humiliating, offensive, or intimidating by the individuals towards whom it is directed (Sexual harassment in the workplace par. 1). The actions recognized as sexual harassment can be performed in a physical, verbal, or even written form. Sexual harassment in the workplace is characterized as one of the major factors contributing to work-related stress and psychological hazards at work (Workplace Harassment par. 1).

Sexual harassment is not a rare phenomenon and, unfortunately, can occur anywhere in the world and at why workplace. Sexual harassment is recognized as work-related when it happens between colleagues both at work and outside of it, when it occurs at work events, or when it happens between two people who are employed at the same workplace (Sexual harassment in the workplace par. 1). In developed countries, the problem of sexual harassment in work environments is frequently discussed and addressed. There are laws designed specifically to protect the victims of sexual harassment in the workplace, so the employees subject to threats of this kind are provided with a chance of reporting the aggressive behaviors and get compensated and protected from them. However, in many cases victims are powerless, and their responses are limited by various factors such as threats to get fired, for instance. In the developing countries, the situation with work-related sexual harassment is even worse as the legislation protecting the victims is practically absent. That way, the persons exposed to aggressive behaviors at work are to get over this kind of stress and continue functioning in the extreme psychological pressure.

Experience

Personally, I have never been sexually harassed. However, while I was employed at the flower store, the owner tended to practice something that I viewed as sexism back then. At some point, when I had been an employee for a while, he changed his policy and began to target only women as salespersons. There were several cases when he mentioned to me that women are more presentable as salespersons. However, the female workers who were employed at the same workplace admitted that the owner of the store sometimes acted in a sexual manner towards them trying to hug them occasionally as if by accident, always stood very close to them when talking, or told sexually inappropriate jokes that some women found offensive.

One of the employees was a rather open person, so she characterized the bosss behavior as innocently playful; however, some other women found it particularly unpleasant. Among the female workers I knew, one left the job because of the store owners behavior, and the other one was afraid to lose her job and stayed employed tolerating the behavior she found insulting. Most importantly, evaluating the women who would come to the job interviews he would choose them based on their looks. There was one case when he refused to hire a woman after she practiced for one day motivating it by saying that she was not pretty enough.

In my opinion, sexual harassment in the workplace (or anywhere else) can and should be eliminated by means of providing the individuals with opportunities to protect themselves, report the incidents, and be helped without getting fired. Sexual harassment devaluates the people who are victimized and creates a high level of stress at the workplace that leads to low productivity, high turnover, job dissatisfaction, and costly lawsuits. In addition, I believe, a manager is responsible for the creation of a safe and healthy work environment and ensuring that the employees are secure and protected from threats coming from the superiors of peers.

Job Analysis

Job analysis is a set of practices and procedures designed to assess the characteristics of various jobs within organizations based on their content and requirements (Job Analysis par. 1). This set of procedures serves to determine which individual qualities an employee suited for each particular job would need to perform at a high level. Job analysis helps the managers to staff organizations selecting the most suitable candidates for every position. Besides, job analysis carries an important function helping the managers to evaluate the performance of the employees based on the knowledge of the importance level of each task they are to perform. For instance, a waiter can be excellent at communicating with the customers, but at the same time, he may be unable to memorize the orders and mix them up on a regular basis. The analysis of a waiters job includes both  the communication skills and the ability to memorize the orders, however, the second quality is higher in the hierarchy of requirements. That way, failing to perform this task, this waiter automatically is evaluated as unsuitable for the job.

Experience

As mentioned previously, the manager of the flower shop where I used to work added the requirements for the candidates appearances to the list of job demands. These requirements were added informally and were not specified in the job advertisement. However, they played a crucial role in his decision-making process as several rather suitable candidates were rejected based on this parameter. In my opinion, this approach is highly irrational, and the manager made a big mistake putting his personal interest above the interest of a business. As a result, the shop experienced high rates of turnover and low job satisfaction. As a person, interested in the productivity of the business, and evaluating the workers based on the profits they made for the store, this business owner was supposed to focus on the skills of his employees assessing their suitability for the job and prioritizing the qualities they were required to demonstrate the get hired.

Overall, I think job analysis is a highly important procedure that allows the hirers to understand the jobs better so that they could target specifically the type of candidates able to benefit the business and be happy doing the job.

Conclusion

The paper included the descriptions, illustrations, and discussions of three concepts from the course  performance appraisal, sexual harassment in the workplace, and job analysis. I used the same scenery to provide personal experiences about the three concepts to establish the connections between them, as they can be tightly related to one another in situations such as the one I observed at the flower shop.

Works Cited

Job Analysis. 2015. Web.

MSG. Performance Appraisal. 2014. Web.

Performance Appraisal. 2015. Web.

Sexual harassment in the workplace. n. d. Web.

Workplace Harassment. 2015. Web.

Balance Scorecard

Developed in the 1990s, the balanced scorecard technique emerged as a holistic strategic management tool for reviewing organizational performance (Jeffs, Merkley, Richardson, Eli, & McAllister, 2011). It encouraged managers to avoid using a narrow assessment of corporate behavior, which is based on financial metrics, and instead develop one that also measures nonfinancial performance metrics (Fields & Cohen, 2011; Kollberg & Elg, 2011). In this regard, the balanced scorecard technique helps to integrate different parts of the strategic planning process to create a broader understanding of how its different tenets support the overall strategic plan (Groene, Brandt, Schmidt, & Moeller, 2009).

As highlighted in previous assignments, the planned changes to be made in the healthcare system include the redesign of the financial payment model and the improvement of systemic operational efficiencies. The aim of introducing these planned changes is to reduce the operating costs associated with healthcare service delivery to make it affordable. This vision can be actualized by promoting efficiencies in the documentation and improving coordination between care delivery and patient-centered activities. Table 1 below highlights the balanced scorecard model that should be used to measure performance.

Balance Scorecard Model

Table 1. Balanced Scorecard Model (Source: Developed by Author)

Are Costs Justified In Terms Of Outcomes?

According to Corso, Ingels, Taylor, and Desai (2014), the expenditures associated with making healthcare changes need to be linked with expected outcomes. Based on this analysis, the cost of following the blueprint outlined in the balanced scorecard model (outlined above) justifies the expected outcomes. For example, one of the goals of the balanced scorecard model is to assess patients satisfaction levels with the proposed changes.

Measuring satisfaction levels have been included in the balanced scorecard model because it would be difficult to realize operational efficiencies if both patients and workers are dissatisfied with the proposed changes. For example, high employee turnover could impede efforts to improve systemic efficiencies to lower the cost of healthcare (Halter et al., 2017).

Lastly, although assessing all the financial indices highlighted in the balanced scorecard model may require complex accounting procedures, it is essential to measure all of them because they will make sure investors interests are protected and the systemic gains made in the past are not undermined or eroded by impending changes. Therefore, the cost of implementing the key tenets of the balanced scorecard technique is justified relative to the expected outcomes. Data that could be used to operationalize the balanced scorecard model may be obtained from several sources, including incidence reports, expert opinions, and management briefs. This type of data would be obtained from websites, libraries, and face-to-face discussions.

Financial Resources for Proposed Change

The financial resources required to implement the proposed changes would be based on grants, debt, and equity models. Grants would be sourced from organizations and government institutions that support research and development (R&D) in the healthcare sector. Comparatively, the debt and equity financing models will be used to secure the support of development partners by allowing them to own a part of the proposed changes in exchange for equity or financial returns.

For example, insurance companies and organizations that produce medical equipment could be integrated into the change management plan using these models. In this arrangement, these entities would support the change process by claiming returns from the outcomes. Finding the right model that will suit the interests of each stakeholder group depends on proper management and leadership (Marquis & Huston, 2017).

The profit and loss (P&L) model were used to come up with the above-mentioned resources. This model helps managers to assess the strengths of their proposed plan by reviewing the expected profits and losses associated with the proposed changes (Schakel, Wu, & Jeurissen, 2018). The justification for using the P&L model is hinged on its proficiency in projecting the gains or losses to be made by implementing the planned changes. Therefore, the resources to be integrated into the P&L framework are assessed based on how well they improve patients welfare and minimize losses associated with the provision of healthcare services.

Challenges Associated with the Budgeting Process

The budgeting process was hinged on several assumptions. For example, it was assumed that there would be no adverse economic event, such as a global financial crisis or a change in the legal environment, during the implementation of the planned changes. If these assumptions are overlooked, the operating conditions that informed the budgeting process may vary and affect current projections of profit and loss (Sare & Ogilvie, 2010).

The changes may erode the support expected from partners in the change management process. Figure 1 below is a snapshot of the proposed budget for R&D (in excel format) that underpins the implementation of the change management process. The strategic planning process is expected to take 52 months, which start from the year 2019 to 2024 (figures are in billions of dollars).

Because the proposed changes are expected to last from 2019 to 2024, it is difficult to account for all economic variations that could happen during this period. The inability to account for this variation emerged as a challenge in the budgeting process.

Timeline for Proposed Changes

As highlighted in this paper, the proposed changes to the healthcare payment model are expected to take up to 52 months to complete. According to the Gantt chart below, which appears as Table 1, there will be six main stages to be completed before the completion of the entire change management process. These stages include staff recruitment, assessment, drafting implementation plan, seeking stakeholder buy-in, lobbying, ratifying changes, and implementation.

The six phases outlined above for implementing planned changes are all important to the implementation of the proposed changes. However, all of them are dependent on two key stages: assessment and drafting the implementation plan. These two stages are integral in creating the blueprint that would be used to develop the entire strategic plan. Therefore, without them, it would be difficult to undertake other processes.

Although the Gantt chart outlined above is succinct, Yang (2018) cautions that unforeseen factors could affect budget timelines. To account for this risk, the 52-month timeframe developed to complete the changes accommodates unexpected events which could cause disruptions in the overall time plan. Stated differently, each stage is allocated a one-month extended time to account for variations in strategic planning that may overlap onto the next stage. Therefore, it is expected that if unexpected events occur, they would not spill over to a different timeframe allocated for another stage of the strategic planning process.

References

Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

Sare, M. V., & Ogilvie, L. (2010). Strategic planning for nurses: Change management in health care. Sudbury, MA: Jones and Bartlett.

Schakel, H. C., Wu, E. H., & Jeurissen, P. (2018). Fiscal rules, powerful levers for controlling the health budget? Evidence from 32 OECD countries. BMC Public Health, 18(1), 300. Web.

Yang, C. M. (2018). The impact of global budget on the diffusion of innovations: The example of positron emission tomography in Taiwan. BMC Health Services Research, 18(1), 905. Web.

Corso, P. S., Ingels, J. B., Taylor, N., & Desai, S. (2014). Linking costs to health outcomes for allocating scarce public health resources. Journal for Electronic Health Data and Methods, 2(4), 1128. Web.

Fields, S. A., & Cohen, D. (2011). Performance enhancement using a balanced scorecard in a patient-centered medical home. Family Medicine, 43(10), 735-739.

Groene, O., Brandt, E., Schmidt, W., & Moeller, J. (2009). The balanced scorecard of acute settings: Development process, definition of 20 strategic objectives and implementation. International Journal for Quality in Health Care, 21(4), 259-271.

Halter, M., Boiko, O., Pelone, F., Beighton, C., Harris, R., Gale, J., & Drennan, V. (2017). The determinants and consequences of adult nursing staff turnover: A systematic review of systematic reviews. BMC Health Services Research, 17(1), 824. Web.

Jeffs, L., Merkley, J., Richardson, S., Eli, J., & McAllister, M. (2011). Using a nursing balanced scorecard approach to measure and optimize nursing performance. Nursing Leadership, 24(1), 47-58.

Kollberg, B., & Elg, M. (2011). The practice of the balanced scorecard in health care services. International Journal of Productivity and Performance Management, 60(5), 427-445.

Performance evaluation is the process of assessing an employees performance systematically. The procedure should be productive and formal to measure the workers job and results based on their descriptions. It gauges the value the employee adds to a company in terms of increased business revenue compared to the set standards and their return on investment (ROI). Many managers hate the process, and in most cases, the evaluation methods are not properly followed by the supervisors. Employees also dislike the appraisal, which may translate to an unactual report of the entire task. Feedback is not given; therefore, there is a lot of anxiety and stress caused among the participating parties, hence the hatred. The managers dislike it because it brings tension between them and their juniors, thus affecting their relationship at the workplace. However, it is paramount to evaluate employees at least once annually to discover their performance and the contribution to the company and reward them accordingly.

Most organizations have learned and adopted the performance evaluation process as the art of winning from within. They rely on this systematic progression to regularly measure and appraise their employees performance. When the routine is done often, accurate reports can be generated, and the management is in a position to handle effectively any issues that arise. The general position of each employee is felt, and the work is excellent since there are consistent checks on how they are doing. For instance, training areas are easily identified and worked on within a short period (Lin & Kellough, 2019). This helps the management make stable decisions about the suitable salaries, promotions, and bonuses distribution. It plays a direct role in periodically providing employees with feedback and making them aware of their performance metrics.

The purpose of performance evaluation is that it acts as a report card of the employee from their manager to acknowledge the work they have done within a specific time and the improvement scope. The employer should provide consistent feedback regarding the staffs strengths, point out areas they need to work on, and discuss how they can be improved. It creates an integrated platform for the management and their workers to attain a common ground that enables them to produce quality work (Peng, 2022). They are in a position to agree on what can work for both of them for better productivity in the business. It improves the organizations communication, leading to more accurate team metrics and improved results.

The main goal of the evaluation performance process is to improve the organizations functions and team operations. This aids in achieving higher levels of customer satisfaction, and it is easy to expand and experience growth in the companys industry. The process should occur regularly to ensure the team can avert unexpected and new problems (Bayo-Moriones et al., 2020). It should not affect the normal routine of the work to ensure efficiency and competence are achieved. Frequent employee skill development sessions and training should be conducted based on the areas recognized after the appraisal is done.

This process creates opportunities for the management to effectively manage the team and help them conduct productive resource allocation. This is because they identify the goals and can preset the performance standards (Lin & Kellough, 2019). This regular procedure assists the managers in determining the scope of growth in their employees careers and their motivation level since they contribute to the success of the entire organization. Individuals can also gauge themselves, letting them understand where they stand compared to their colleagues in the company.

Some managers dislike evaluating their direct reports since they fear they might be biased unknowingly. The unfairness might be based on non-performance factors, including gender, color, hair, and race. Other managers might not do the ratings on the objective criteria; hence non-effective to work. Similarly, according to Peng (2022), some do not recall all relevant events over the year and, therefore, might not focus on where the employee achieved or failed. There is an impression that if a manager rates the junior negatively though they focus more on the job description, they might feel that those were not the exact results and maybe they deserve better evaluation. There is also an inkling that the staff is the good one or the bad one hence not trusting the genuineness of the entire process.

Every organization seeks experts who are qualified to manage different departments in the workplace. The evaluation can only be productive if the manager in charge understands the main purpose of the process and understands the roles being performed by each employee who reports to them. The entire procedure should be conducted by people who display the good qualities of a leader and have management skills. An effective manager should be a strategic thinker who can see minor details that may not be seen by other people (Peng, 2022). They should have professional experience since they work in a proficient environment and they lead a qualified team. Bayo-Moriones et al. (2020) argues that an actual way of gaining the expected experience in a management role is communicating the goals of their current jobs. For instance, many companies inherently train their employees through various scenarios if they know they could be looking to step up as leaders. This helps them to develop in upcoming positions or promotions that may be available.

Good communication skills are traits that an effective manager should display. The communication should convey expectations from work given or job responsibilities and listen to their team and work closely with them to produce good results. Ensuring they also meet with their juniors regularly and help everyone understand where they stand in their projects (Peng, 2022). This relationship builds trust between the boss and the workers since it empowers them to boost their productivity in their workflow. The staff is always motivated because they know they have someone to help if they need it.

A good manager should also know about the project they are in charge of. They can invest by returning to school to acquire more skills in their area of expertise. This knowledge is beneficial not only to their professional work but also to their personal lives. The ability to manage time and organize their employees indicates that they are leaders, and great performance is likely to be achieved (Bayo-Moriones et al., 2020). Confidence in work is also a key factor for effective management. Employees treasure leaders who can delegate duties correctly and easily identify potential talents and work on them for the efficiency of their jobs. Any administrator who has respect for others earns respect for themselves.

A standard performance evaluation profile is available on the internet to help managers who struggle with the process. Different scholars have developed the templates to fit organizations generally. Five employee performance competencies are taken from the profile performance indicator: quality of work, productivity, initiative, problem-solving, and teamwork. These provide the most important aspects of the evaluation procedure. The time spent with the worker during the progression helps to build their relationship and communicate clearly where the boss stands regarding their fulfillment (Lohman, 2021). The profile gives a guideline that creates room for regular feedback, reducing chances for major disagreements and misunderstandings because when they sit down, the discussion is more in-depth for formal review.

Performance appraisal should also have some key elements to make it useful, positive, and effective to an organization. The process should be clear and transparent to alleviate anxiety and increase effectiveness. Ambiguity and secrecy can foster mistrust between the employees and the managers, and it suggests a different purpose of the process to be catching staff in mistakes and dole out punishments. Employees should also be allowed to provide output in formatting in the form of evaluation. This ensures the standards for success are both attainable, objective, and non-threatening (Peng, 2022). This involvement generates a proper understanding of the true purpose of the procedure and encourages them to participate willingly.

When evaluating a direct report, a manager must develop an appraisal form that suits the employee. It should entail the main objectives and goals of the entire organization and the department they work for. During the development of the form, they should understand their managerial position, build a team, and clearly communicate any expectations that need to be met by each individual (Lohman, 2021). Managers should understand how the process is done in the company they are working for, give feedback regularly, keep track of the performance, and stay aware of the judicial consequences.

The evaluation standards must be equally applied and objective for all employees. For instance, library managers should first demonstrate adherence to the policy as a sign of acceptance and accountability. This way, the juniors feel comfortable in the evaluation process since their bosses have not broken the rules. According to Lin and Kellough (2019), the appraisal should be a tool for development hence allowing the staff to review the year and make plans that have positive impacts. It should also include a place for feedback from the worker. This gives the company a chance to collect suggestions, complaints, and compliments that help it grow further, thus enhancing customer satisfaction, as argued by Lohman (2021). It helps create a better environment for the employees to perform well in their responsibilities. An action plan is also important because rewards are offered at this point. Much improvement in an organization is planned during these appraisal discussions as the employees promise the managers to work harder to achieve any set goals.

It is important for organizations to evaluate employees at least annually to discover which workers have contributed most to the companys growth, review the general progress, and reward the best staff. This exercise helps in determining the individuals who deserve promotions or wage increments. It allows the employer to accurately evaluate the strengths, shortcomings, and skills. Managers should choose the right appraisal method, implement it, and address any pressing issues affecting ROI.

References

Bayo-Moriones, A., Galdon-Sanchez, J. E., & Martinez-de-Morentin, S. (2020). Performance appraisal: dimensions and determinants. The International Journal of Human Resource Management, 31(15), 1984-2015.

Lin, Y. C., & Kellough, J. E. (2019). Performance appraisal problems in the public sector: Examining supervisors perceptions. Public Personnel Management, 48(2), 179-202.

Lohman, L. (2021). Evaluation of university teaching as sound performance appraisal. Studies in Educational Evaluation, 70, 101008.

Peng, J. (2022). Performance Appraisal System and Its Optimization Method for Enterprise Management Employees Based on the KPI Index. Discrete Dynamics in Nature and Society, 2022.

Corporate Culture Affects Staff Performance at IHS Towers

An establishments culture is its members collective set of shared values, opinions, and life experiences. Culture is made up of several categories, including common values and behavioural conventions. Corporate culture has become a hot topic in business and management study in recent years because to its impact on outcomes for both individuals and organizations, including work performance and satisfaction. Additionally, work performance refers to a persons completion of a planned task within the allotted time, which will then be measured using performance appraisal. Employee engagement and empowerment are crucial factors in ensuring the success of the firm. According to researchers, the best technique to quantify the impression of the performance measuring system is influenced by performance. A novel method for measuring and assessing employee productivity is the strategic performance measurement system (SPMS). Thus, the main reason for this research is to explore the link between corporate culture and work performance.

Statement of Problem

Based on the employee involvement, good communication, vulnerability, creativity, customer service development, and compensation systemsall of which significantly contribute to the prevailing corporate culturethis study examines the viewpoints of the workers. Organizational factors can have a big impact on how well organization performs. By establishing a connection between employee passion for the company and performance, it influences workers incentive to perform well. Changes in the organizational culture would affect employee performance by altering their degree of satisfaction and motivation to work.

Objective and Significance of the Study

This study results major goal is to ascertain the connection between company culture and workers work enactment in a software company. The outcomes of this research will help organizations in the software sector describe the culture and subculture that predominates in an enterprise, which can directly or indirectly influence each performance of the employee as well as the organizations overall performance.

Limitations of the Study

This study has a few drawbacks, but not many. First off, because there are so many small- and substantial software companies throughout the globe, the research was solely done on the software business in Pakistan. Second, the time available for data gathering is too short, making it impossible to determine the corporate culture and job performance are related. The Likert scale is employed in a questionnaire as the data gathering approach.

Scope and Hypothesis of the Study

The relevance of the data is additionally constrained by the fact that the studys focus is just on software companies in Pakistan. There are several additional factors that might influence work performance both directly and indirectly, but for the purposes of this study, culture of an organization is the only independent factor, and performance of employees is the only dependent variable of this study. The link between organisation behaviour and worker performance is nonexistent, according to hypothesis HO. H1: Performance of employees and corporate culture are related.

Literature Review

A business, big or small, is referred to as a software house if its main goal is to create software. This calls for a significant amount of technical proficiency and knowledge of software design. Worldwide development and distribution of software is common. Microsoft, Microsoft Corporation, HP, Apple, and other well-known companies produce software (Turner, 2019). However, there are several additional private software companies in practically every nation whose goal is to secure a contract from businesses to build software in accordance with the necessary criteria. These businesses each have a unique culture that may have an impact on how well their staffs performs. The manner things should be done was suggested to the staff by the corporate culture. Most of the time, individuals use term culture to describe their own unique behaviour patterns.

Just before 1980s, culture was regarded as the key variable in the study of business management. Businesses are more interested in the cultural aspects of organizational culture than the other term organizational strands, which was the most dramatic effect. Culture is crucial to an overall success of the company (Hasibuan, 2021). It was suggested for managers to handle their work by adhering to their corporate culture, which assisted in the growth of the organization, according to numerous business articles and journals that were published on a regular basis. These publications claimed that culture was crucial to organisational effectiveness. Numerous organizational activities have been connected by researchers to corporate culture. They have also acknowledged the link between organizational culture and productivity increases, decision-making, and work performance.

Culture of an organization has always existed within the company, but most of the time, companies gave it less consideration. Every significant part of an organization is influenced by its culture. Since the results of several studies have shown that an individuals productivity at work is essential for a success of an organisation, especially in the software sector, understanding the relationship between workers job performance and organizational culture is an urgent study topic (Çelik, 2018).

The field of software engineering and development is one that is rapidly expanding in the world economy. Therefore, they require an open setting where they may freely exchange ideas, take part in decision-making, and assist one another. The organizational cultures of these entities can help to create this atmosphere. A powerful culture will facilitate open communication and efficient and effective participation in decision-making, allowing individuals to freely examine their ideas and abilities (Çelik, 2018). The research notes that if management establishes and upholds an environment with a high degree of employee participation, a firm can gain a competitive edge. The research on organizational conduct has not yet addressed performance and conduct in the software sector.

Employee Participation and Customer Service Orientation

Schein viewed employee involvement as a crucial component of establishing company goals. According to goal philosophy, worker involvement can boost goal reception. Engagement, which has a positive correlation with an organizations total performance, is a crucial quality, in Zairis opinion. He added that part of involvement is assigning work in accordance with each persons obligations (Stebbins, 2021). Every significant part of an institution is influenced by its culture. Employees follow company policies because they think they work, because they impart social knowledge at workplace, and because they receive feedback from clients on the caliber of products. When the corporate culture promotes enhanced customer support from the summit, high performance quality may be the consequence.

Innovation and Risk taking

Invention is the process of turning anything into a product or commodity, while creativity is the act of creating anything out of nothing. Creation is characterized as a setting or community where the production of a product is fuelled by a power that is almost divine (Abraham, 2018). Corporate architecture, administrative style, and personnel asset strategies have all been identified as distinct sets of factors that promote creativity.

Rewards System and Openness to Communication

According to the concept of reward, incentives should solely be used to encourage desirable actions (Rosen, 2022). Inappropriate conduct should not get encouragement. Businesses should possess the most recent innovation, thoughtful strategic goals, thorough job definitions, and diverse training programs (Rosen, 2022). However, individuals are still being compensated mainly on their achievement related actions, and techniques, strategies, or regulations only have a restricted influence. It is shown that an institutions incentive structure is regarded as a potent instrument for enhancing its culture. Numerous studies have demonstrated that the administrators primary responsibilities were to foster the idea that dialogue is a crucial organizational asset. Effective interaction helps workers operate internal operations regularly and fosters great relationships with those both inside and around the company. In workplace disputes, misunderstanding, rumors, and corporate dissimilarities, efficient interaction is crucial.

Research methodology

The purpose of the research project is to assess how organizational cultures influences workers performance at work in Pakistans software sector. In order to do this, culture is assumed to be a variable and the independent and performance to be a regression coefficient. Within the Pakistani software companies that were chosen, a number of factors were taken into account to determine the relationship between company culture and job employee performance. This type of research design used quantitative analysis to analyze data. The deductive technique of data analysis has been employed throughout the study since its goal is to test an established idea.

Finding and Results

Descriptive statistic was utilized to examine the outcomes for independent and completely reliant variables displays the lowest, maximum, and standard error values for the independent and the dependent variables. The central tendency of the variables is indicated by the mean value of OC, which are 2.947 (Smith et al., 2020). The maximum and minimum values, as well as the standard error, show the range from the mean. Additionally, the corrected R square value from the bivariate regression study between workplace culture and work performance at Pakistani software companies is. Furthermore, the association matrixs outcome reveals that the Pearsons correlation coefficient between organisation behaviour and workers productivity is 0.415, or 0.716, which denotes that 71% of variance in worker performance is accounted (Smith et al., 2020).

The values suggest that there is a link between them, and the importance of that association is demonstrated by the substantial value of 0.000 (Smith et al., 2020). The positive value, which is equal to 0.415 and denotes a moderate impact, is indicated by the fact that it lies between 0.3 and 0.7 (Smith et al., 2020). The findings generally supported the null hypothesis, which is H1 = There is no connection between culture of an organization and worker performance. However, we did find that administrative culture has an affirmative effect on the job enactment of workers at particular software companies in Pakistan.

Discussion and Conclusion

With reference to software firms in Pakistan, the researcher attempted to evaluate the total outcome of business culture on workers job production in this study. For the purpose of gathering data, questionnaires was created, circulated, and both formal and unstructured interviews were also done. The initial study topic looked at the relationships between five potential organizational culture components: communications network, employee involvement, innovation and threat, and customer support. The findings demonstrate the constructive association between organisation behaviour and workers job performance at Pakistani software companies. The level of relevance was 0.000, and the value of correlation was 0.415, demonstrating a favourable association between corporate culture and worker performance (Smith et al., 2020).

The alternate theory demonstrates the relationship between organizational ethos and workers achievement using regression and correlation statistics. A strong organizational culture increases employees commitment to working together to achieve the organizations objectives. It is quite beneficial to improve employees effectiveness. When an employee joins the organization, their own convictions diverge from its principles. Employees that labour in an atmosphere with a sturdy culture are all functioning for the same business goals, giving them the chance to progress within the establishment (Nikpour, 2017).

The findings indicated that the most crucial elements in boosting organizational success are workers dedication and involvement. In contrast to men in the workplace, female involvement in the software industry is significantly lower. However, after gathering information, researchers came to the conclusion that tech knowledge and a lack of interest are also important factors, in addition to the culture of the software houses.

Recommendations

Several loopholes were present as this investigation was being conducted. Only software companies with international and national renown were used to acquire the data. The breadth of this investigation was limited by low funding resources. It will be easier to verify the validity of the studys findings and to prevent generalizability by taking into account a bigger sample size of respondents from different organizations. Future studies can examine how employees opinions of culture in various firms relate to their productivity, which is apparently thought to be important.

References

Abraham, W. J. (2018). Divine creation. Divine Agency and Divine Action, Volume III, 127141. Web.

Çelik, S. (2018). Transformational leadership and organizational culture: Keys to binding employees to the Dutch public sector. Organizational Culture. Web.

Hasibuan, N. A. (2021). The effect of work involvement and organizational support on employee performance in the company. Journal of Management Science (JMAS), 4(4), 124128. Web.

Nikpour, A. (2017). The impact of organizational culture on organizational performance: The mediating role of employees organizational commitment. International Journal of Organizational Leadership, 6(1), 6572. Web.

Rosen, C. (2022). Should family businesses have employee ownership plans? Entrepreneur and Innovation Exchange. Web.

Smith, P. E., Yellowley, W., & McLachlan, C. J. (2020). Organizational culture and change. Organizational Behaviour, 163178. Web.

Stebbins, R. A. (2021). Non-work obligations. Non-Work Obligations, 1323. Web.

Turner, P. (2019). Employee engagement and the employee experience. Employee Engagement in Contemporary Organizations, 126. Web.