Assignment 1: Performance Management Process at RCN Essay Example
Name of School
Case Study: Royal College Of Nursing Performance Management System.
Performance management is the process where managers and employees communicate and work together to make plans, review and even review employee’s performance with the objectives of the organization to find out their contribution to the organization and how best they can improve it. This paper discusses the performance management process in the Royal College of Nursing case study.
When performing performance management the prerequisites in RCN include filling the appraisal preparation form which is filled by the manager and the employee two weeks before the appraisal meeting. While filling the form they consider things like last year’s appraisal, knowledge, skills and competence, ways to improve performance, priorities for the coming year and any training and development that is needed.
Performance planning then involves the making of objectives for the coming year and the overall strategic plans while also naming the schools aims and aspirations. All objectives are expected to align with the strategic plans of the institution. The strategies are what dictate the objectives of senior management filtering down all the way to junior staff. In the planning the appraiser is required to gather information from the supervisor’s on the performance of employees and their future work areas before the appraisal meeting takes place.
Performance execution entails the monitoring of employees progress on a continuous basis or every six months like it is recommended in RCN. It allows managers to make employees aware of their progress whether good or bad and also gives them the opportunity to make changes that can improve their performance.
Performance assessment is the appraisal done on an employee’s performance which involves the line manager who is the appraiser, the employee who is the appraise and the counter signer who is usually a member of staff who hold a discussion with the manager and the employee so as to sign off on the process. In RCN all staff has the right to an appraisal if they have worked with the organization for more than a year. If it is less than a year the managers are expected to set the objectives at the beginning of employment and continue with performance reviews at regular intervals.
Performance review entails the continuous monitoring of staff to find out if they need additional development so they can achieve their responsibilities. Developments are done in the form of trainings and personal development plans that are relevant to the skills required to work in the organization so as to better reach the organizations goals. The plans are reviewed every six months and should be aligned to the work objectives. Training needs analysis is conducted by managers to make sure the training budget is effectively managed.
Performance Renewal and reconstructing.
Finally performance renewal and reconstructing involves completing the appraisal form, and making a summary. A meeting is held where the manager reviews and signs off the documentation of the appraisal. The meeting also gives the management a chance to make sure objectives that have been set in the departments reflect on all areas of the operational plan leaving no gaps.
As a HR director I would recommend they work on the appraisal procedure to make it friendlier to avoid employee tension. When the process is too long the employees become resentful towards management and the process feeling like they are being judged too much.
Comparing the RCN process to my current organization differences include filling the appraisal preparation form, it does not take place in my organization and it also add on the duration of the whole process but it also provides structure to the meeting’s agenda making sure there are no surprises or uncovered grounds. (Aguinis 2009).
While working for an organization that manufactured and sold alcohol, there was a serious problem with attendance. Employees would come to work late and leave early. Management would try to have the employees sign for their attendance but quickly discovered that friends in various departments would sign in for those who came in late. During appraisals it was discovered as one of the causes of poor performance and lack of goal attainment as employees did work for the required hours causing overlapping in time frames for different projects. In a bid to curb the problem they introduced biometric machines where each individual had to supply their finger prints. It meant that no one could sign in for anyone. Management stipulated that if the minutes that one was late past eight thirty in the morning accumulated to five hours deductions would be made in an individual’s salary. Also if people maintained attendance for the month and never came in past eight thirty rewards were added to their salaries for the people with the best attendance. This was done with the hope that employees would stay at work an since they could not leave before time and all they had to do was work which in turn would lead to better employee production.
In this case we see the management rewarding attendance with the hope that employees would work for longer hours and complete their projects on time. In the long run it worked to improve the performance of employee especially on projects that were time based. It meant that there were no additional costs to be incurred by the organization due to time lapses. Clients were happy with the outcome of the job which kept them coming back for the organizations services. The employees who came in early for work without a single case of late reporting got rewards in terms of company merchandise or cash additions to their salaries which served to motivate people to report to work early. In this case we find that managers who would like their employees to be motivated are usually rewarding the wrong things and in this case tardiness is being rewarded instead of individual efforts put in at work that have great results. Here the management would like people to put in more and better work but pick another route to force people to work, one that they cannot evade. It shows that employees were being coerced which would have been different if management had found an alternative way of boosting employee morale.
In such organizations, managers should take the time to explore the types of behaviors that are being rewarded to find out if they are on the right track. Formal rewards and punishments should not be the only things that propel the behavior of an organization but rather they should positively reinforce the behavior that is desired instead of becoming obstacles that employees feel they need to overcome. The use of these rewards is used to make the employees more aligned with the objectives of the organization and they become a constant reminder to the employee of the targets they need to achieve if they are to continue working in these organizations.
These types of manipulations are what pose a challenge to the society in regards to bringing up honest individuals since they are used to coerce people to do what one wants. In organizations they act as a form of controlling measure to make sure actions are kept in the right course for objectives to be reached. Sometimes they are used as precautionary measures to avoid greater problems or to avoid having to take alternative routes.
Aguinis, H. (2009). Performance management. Upper Saddle River, NJ: Pearson Prentice Hall.
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