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The implementation of Employee Performance Software (EPS) may seem to increase the quality of work that employees execute. Kirchmer (2017) states that firms should continuously perfect “process-related” models to achieve better results, making their staff’s productivity an essential topic for discussion (p. 17). Through the inclusion of EPS in worker-evaluation rubrics, companies may obtain a more productive organizational structure that is directly beneficial for them.
EPS permits focusing on the quality of production, rather than merely on high-performance. Harnessing the already present productivity to supply quality, thus, becomes plausible for firms through closely monitoring hired employees and their working habits (Harmon 2015; Shields & Brown 2016). As a supporting example, the use of EPS in my college allows the administration to take into consideration students’ effort as well as grades.
EPS may become a new, modern, and technological way of cultivating previously existing efficiency within a variety of organizations. Groups, which are organized competently, are more effective at achieving “a common goal,” making them more appealing qualitatively and quantitatively (Salas et al. 2015, p. 599). Thus, the implications of widely integrating EPS entail improving both the amount and the condition of produced goods and services.
Reference List
Harmon, P 2015, ‘The scope and evolution of business process management’, in JV Brocke & M Rosemann (eds), Handbook on business process management 1, 2nd edn, Springer, New York, NY, pp. 37-80.
Kirchmer, M 2017, High performance through business process management: strategy execution in a digital world, 3rd edn, Springer, Cham, Switzerland.
Salas, E, Shuffler, ML, Thayer, AL, Bedwell, WL & Lazzara, EH 2015, ‘Understanding and improving teamwork in organizations: a scientifically based practical guide’, Human Resource Management, vol. 54, no. 4, pp. 599-622.
Shields, J & Brown, M 2016, ‘Reviewing and developing employee performance’, in J Shields, M Brown, S Kaine, C Dolle-Samuel, A North-Samardzic, P McLean, R Johns, P O’Leary, J Robinson & G Plimmer (eds), Managing employee performance and reward: concepts, practices, strategies, 2nd edn, Springer, New York, NY, pp. 140-160.
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