Critically analyse the organisational capacity issues from the recording toward on performance management

这是一个关于绩效管理的录音

The concern of real challenge towardorganisations is increasing in providing genuine and visible demonstrates of HRethical and social responsibility credentials, the challenge is the way whichHR respond to all their stakeholders, including employees (Parkes and Davis,2013). Due to the capacity development increasing under dynamic changes, therole of HR in ethics and social responsibility is gradually vital (Parkes andDavis, 2013). Because of the impact of the external economic environment, HRMover-emphasis on the development of HR strategy for the company to profit andthus lose sight way issue on internal management. It is advisable to splitethical management into different practical session to keep proper ethicalstandards and working relationships in the large organisation (Roberts,2014).The essential requirements for ethical performance management are setting clearobjectives and expectations. It can help staffs to act ethically to achievesustainable development and have a better long-term financial performance.(Hedborg,2014). In considering whether or not the ethical performancemanagement could decrease organisational capacity conflicts in contemporarybusiness. It is critically argued from a performance review recording in thisessay that different stakeholders' behaviour impacts on the regulatory capacityissue. These three different stakeholders are employee, employer and HRpractitioner respectively. The argument is presented in three parts. In thefirst section, the importance of employee value could move forwardorganisational development and strong employee motivation. Secondly, clarifyingobjectives apparently should be taken into consideration in the process ofworkplace operation. Finally, considering how could HR practitioners lay stresson all responsibility of organisational staff.

在提供真实和明显的人力资源和社会责任证书方面, 人力资源组织面临的真正挑战越来越大, 挑战在于人力资源部如何回应所有的利益相关者, 包括员工(Parkes 和 Davis, 2013年)。 由于能力发展在动态变化下不断增加, 人力资源在道德和社会责任方面的地位日益重要(帕克斯和戴维斯, 2013年)。 由于外部经济环境的影响, 人力资源管理者强调公司的人力资源战略的发展, 使公司在内部管理中失去视野。 最好将伦理管理分为不同的实际会议, 以保持适当的伦理标准和工作关系(罗伯茨, 2014年)。 道德操守管理的基本要求是确定明确的目标和期望。 它可以帮助员工做出符合道德规范的行为, 实现可持续发展, 并有更好的长期财务表现。 (海德堡, 2014年)。 在考虑道德操守是否能够减少当代企业的组织能力冲突。 本文的一篇绩效评估报告批判性地指出, 不同的利益相关者的行为对监管能力问题产生了影响。 这三个不同的利益相关者分别是雇员、雇主和人力资源从业者。 论证分为三个部分。 在第一部分, 员工价值的重要性可以促进组织发展和强烈的员工积极性。 其次, 在工作场所的运作过程中, 显然应该考虑到 clarifyingobject。 最后, 考虑到人力资源从业人员如何对组织工作人员的所有责任施加压力。

Organisations are becoming increasinglycomplicated, and it is due to this complexity, employee value is a criticalcomponent in the organisational development. Employee value is the mean bywhich employee realise company cherishes them. It is one of the way employeescan be motivated by their work (CIPD,2017). That is to say for employees, itoften results in increased job satisfaction, higher influence and betteropportunities for development. It can see clearly from the performance reviewrecoding that employee feels depressed toward on bonus sum less than fivefigure. Because of being given promise by the manager, the employee isexpecting a five-figure bonus sum. This employee is an expert in specialistfinancial security software, are a long-serving and high skill employee undermore top pressure workplace. Owing to ­­­working in the high-pressureenvironment, the employee is seen to be introverted easily. It is apparentlycan know that employee is out of control emotion, and she looks exceptionallyharmful because of unsatisfied bonus. Moreover, she claims that the companydoes not value her effort, besides, it also affects her health as result oflack of value. Employee motivation is the combination of satisfying the staff'srequirements and expectations from work and enable employee work harder(Healthfiled, 2017). It means that meeting the employee's expectations couldincrease employee value and motivate the employee to enhance their work. Inthis recording, the employee feels bonus sum demotivates her, and the companydoes not value her work effort. The record shows that employee is mainlyaffected by bonus. However, the real reason for causing this situation ispromise toward employee but not meet their expectation, that is the emptypromise. As we see from this case, the manager promised employees' more than afive-figure bonus sum for her work effort, and the manager also admittedemployees' work is excellent, so employee thinks her effort deserve afive-figure bonus sum. That is the central problem lead employee feel lack ofvalue in the company. The empty promise is the promise either not going to becarried out, worthless or meaningless. In the businesses, Employees are pawnwith no value because of empty promises, lies and deceit for the betterment ofthe company. From this performance review recording, we can see employee showher dissatisfactory through less employee value. The empty promise will leadthe company to lose their excellent staffs and cause bad social reputation. Italso results in employee demotivate from their work and employee non-valued. Insummary, the Empty promise will bring adverse effect for the employee, avoidingempty promise can produce high-value employee value and move forward anorganisation development.

组织变得越来越复杂, 这是由于这种复杂性, 员工价值是组织发展的关键组成部分。 员工价值是雇员意识到公司珍视他们的方式。 这是员工工作的动力之一(CIPD, 2017年)。 也就是说, 对于员工来说, 这往往会提高工作满意度, 提高影响力, 为发展创造更好的机会。 从绩效回顾中可以清楚地看出, 员工对奖金总和低于五位数感到沮丧。 由于经理给予了承诺, 这位员工希望得到一笔五位数的奖金。 这位员工是专业的金融安全软件专家, 是一个在高压工作环境下长期服务的高技能员工。 由于在高压环境下工作, 员工容易内向。 很明显, 她知道员工情绪失控, 而且由于奖金不满意, 她看起来有害无益。 此外, 她声称公司不重视她的努力, 此外, 它也影响她的健康, 因为缺乏价值。 员工积极性是满足员工对工作的要求和期望, 使员工更努力地工作(Healthfiled, 2017)。 这意味着满足员工的期望可以提高员工的价值, 激励员工提高工作效率。 在这段录音中, 员工觉得奖金让她失去动力, 公司不重视她的工作努力。 记录显示, 员工主要受奖金的影响。 然而, 造成这种情况的真正原因是对员工的承诺, 但是不能满足他们的期望, 这是一个空洞的承诺。 正如我们从这个案例中看到的, 经理承诺给员工超过五位数的工作奖金, 而且经理也承认雇员的工作非常出色, 所以员工认为她的努力应该得到五位数的奖金。 这就是领导员工觉得公司缺乏价值的核心问题。 空洞的承诺是一个承诺, 要么不会被淡忘, 要么毫无价值, 要么毫无意义。 在企业中, 员工因为空洞的承诺、谎言和欺骗而变得毫无价值。 从这次绩效考核的记录中, 我们可以看到员工的员工价值降低而不满意。 空头承诺会使公司失去优秀的员工, 并造成糟糕的社会声誉。 这也导致员工失去工作积极性, 员工不受重视。 总之, 空头承诺会给员工带来负面影响, 回避空洞的承诺可以产生高价值的员工价值, 推动组织的发展。

An efficient performance management processhelps to establish and support the link between strategic business objectivesand people's day-to-day actions and tasks, setting objectives and goals arevital in the process of active performance management. Performance managementis the activity and set of procedures that aim to maintain and improve employeeperformance in line with an organisation's objectives (CIPD, 2017). Managers doplay a crucial part when carrying out performance management. From thisperformance review recording, we can see the manager has not interpretedobjectives clearly for his subordinate about performance score, and employeeknow she got three out five for her performance, while the manager praised hisfollow did well with bonus promise. Also, the manager did not explain the realmeaning of three in performance management and caused misunderstand toward theemployee. Moreover, this manager also did not give a reasonable explanation forhis subordinate when his follow knowing performance result. Furthermore, thismanager did not scientifically confront his followers, and he performedexceptionally unprofessional when he wants his follower to clam down. However,an efficient objective setting system, combined with a process for trackingprogression can contribute significantly to individual, team and corporateperformance, which is entirely framework for manage workplace day-to-dayoperation. Therefore, it is not enough for the manager only clarify scoreexplanation on performance management. An efficient performance managementenables employees and teams to understand the goals of the organisation and toidentify how individual and group outputs contribute to the achievement oforganisational objectives in line with corporate values. An organisation'ssuccess is not only just rely on having the right strategy and resources. Italso needs to develop the ability of its management to harness and supportteams and individuals to engage in delivering the organisation's mission andobjectives. Therefore, it requires the manager to work along with HR. Accordingto Watson (2013), If managers can deal with day-to-day employee relationsquestions, answer questions about policies, provide useful performance feedback,develop development plans, and resolve internal department conflicts, HRfunctions can focus on the more critical complex issues. It means thatrealising effective management needs manager and HR work together. Therefore,managers have the responsibility to clarify the more important policy andinternal development situation for their follows. Due to the changing externalenvironment, HR practice also will become flexible with external changes.Managers should serve as coaches to explain for the employee about economicreason reflect on the workplace, especially on when the crisis influencing thebusiness, company will be affected by lower profit, the bonus will be limited.In general, active performance management needs HR and managers corporate together,and managers need to serve as coaches, to give both positive and negativeresults for their follows, and to conduct performance review meetingscientifically.

一个高效率的绩效管理学家建立并支持战略业务对象与人们日常行动和任务之间的联系, 在积极的绩效管理过程中设定目标至关重要。 绩效管理的目的是, 根据组织的目标, 保持和提高员工的绩效(CIPD, 2017年)。 管理人员在执行绩效管理时, 会把关键的一部分改造成一个重要的部分。 从这个绩效考核的记录中, 我们可以看到经理没有为他的下属清楚地解释他的表现得分, 而且员工知道她的表现得到了三分之三, 而经理赞扬他的跟随者在奖励承诺方面做得很好。 同时, 经理没有解释绩效管理中三个人的真实含义, 并引起了对员工的误解。 此外, 这位经理也没有给他的下属一个合理的解释当他的后续知道性能的结果。 此外, 这位经理没有科学地面对他的追随者, 当他想让他的追随者冷静下来的时候, 他就会表现出非常不专业的态度。 然而, 一个有效的目标设置系统, 加上追踪进程的过程可以对个人、团队和企业绩效做出重大贡献, 这完全是管理工作场所日常工作的框架。 因此, 仅仅对业绩管理进行澄清是远远不够的。 一个有效的绩效管理使员工和团队能够理解组织的目标, 并确定个人和团队的产出如何有助于实现符合公司价值观的组织目标。 一个组织的成功不仅仅依赖于正确的策略和资源。 它还需要培养管理层的能力, 以便利用和支持团队和个人参与组织任务的完成。 因此, 它要求管理者与 HR 合作。 据沃森(2013年)称, 如果管理者能够处理日常员工关系问题, 回答有关政策的问题, 提供有用的绩效反馈, 制定开发计划, 解决内部部门的冲突, 那么人力资源职能可以集中在更为关键的复杂问题上。 这意味着实现有效的管理需要经理和人力资源部门共同努力。 因此, 管理人员有责任澄清更重要的政策和内部发展情况, 以便他们遵循。 由于外部环境的变化, 人力资源实践也会随着外部变化而变得灵活。管理者应作为教练员向员工解释经济原因, 特别是当危机对企业产生影响时, 公司将受到利润下降的影响, 奖金将受到限制。一般来说, 积极的绩效管理需要人力资源和经理人共同作为教练, 对他们的跟随给出积极和否定的结果, 科学地进行绩效考核。

HR practitioners have responsibility for allof the organisational staff. Human resource managers have strategic andfunctional responsibilities for all of the HR disciplines (Mayhew,2017). HRdisciplines and practices will be applied to any individual in theorganization, and it can be explained that HR organisers lay stress on allresponsibility of organisational staff. According to from the performancereview recording shows that HR are lack of monitoring management performance onthe manager in this organisation. It is apparently demonstrated that the reasonfor the problem is the manager give the empty promise for his subordinate onperformance. There is no doubt that manager must take performance managementtraining before this case, it should take into consideration about whether themanager entirely knows what they have learned from professional practice.However, it is far more enough for HR only to examine whether managerthoroughly understands what they have learned from training and transmit the contentto their follows. Starting from human resource management view, HR should takeresponsibility for all of all staffs in an organisation, even for themselves.There are three supports. Firstly, the human resource should be a role model.Evidence from (Parkes and Davis, 2013), HR model is that HR should act withintegrity, impartiality and independence and apply fair judgment in allinteractions. That is mean HR should serve their position correctly, designpolicies compatibly, know staffs' demand seasonably. It can encouragemanagement to work efficiently. Secondly, HR should develop effectiveevaluation system in training development. Evaluation is a process ofcritically examines a project. It involves gathering and analysing informationabout project activities, and outcomes. Its purpose is to judge the program,improve its effectiveness, (Patton, 1987). Insufficient evaluation cannotmeasure cost and outcomes (Marchington, 2016). For example, in this case, thereason for conflict is manager did not pass the right information to hisfollowers. Effective evaluation is crucial in organisation trainingdevelopment. It can help HR to know whether the training outcome meets theirtraining expectation. Furthermore, Thirdly, Learning needs analysis should be adaptedto organisation training management. A Learning Needs Analysis (LNA) is areview of learning and development requirements that are designed to supportindividual, team and organisational development. The LNA outcome can identifythe appropriate learning provisions required to enable sustained businessperformance (CIPD, 2017). The effective leaning analysis will unify internalresource and motivate staff. Thirdly, HR should also need to know employees'development expectation, and has the responsibility to clarify currentsituation and policy for employees. Under the changing external environment,employees must be understood what the company expects for them, and achievegoals they need to be managed so that they are motivated, have the necessary skills,resources and support, and are accountable. It is essential both employee andmanager knowing the HR policy and HR practice. Here are recommendations toimplement responsibility fully. Firstly, Developing the positive and negativeof feedback session for the manager on training development. Good feedback canhelp the employee to build confidence, develop competence, enhance involvement.Meanwhile, it can improve the art of providing negative feedback for managers.Training managers to give the art of explanation when employees' jobperformance is not meeting their expectations. Secondly, Applying 2+2performance appraisal model in the workplace. Peer employees who observe eachother perform in the workplace and then offer two compliments and two suggestionsfor improvement. It can enhance employee communicate with each other and seetheir deficiencies from the experience of others. Whether it is betweenemployees or employer and employees, communication is crucial in theorganisation. In summary, HR practitioners have responsibility for all of theorganisational staff under the external environment changes, both for managersor employees, even for themselves.

In general, as the external business

environment changes constantly, organisational management is gradually valued

by enterprises. This essay examines a performance management issue from three

views of different stakeholders. In the first look, employee. Employee value is

a critical component in the organisational development. The empty promise will

bring adverse effect for the employee, avoiding empty promise can bring high

employee value and move forward an organisation development. Secondly, employer

view. An efficient performance management process needs HR and managers

corporate together. Managers need to serve as coaches, to give both positive

and negative results for their follows, and to conduct performance review

meeting scientifically. Finally, HR practitioners view. Human resource managers

have strategic and functional responsibilities for all of the staff in an

organisation. It is also necessary for HR practitioners to build efficient

evaluation system in training development to achieve long-term prosperity. From

these views, we can conclude It is true that organisations are becoming increasingly

sophisticated, and more and more capacity issues will be exposed to complicate

business environment. Also, HR still meet the big challenge on make combine of

"HR model" and "challenge existing rules" within the

organisation. Despite being explained performance management issue in this

essay, it should be awarded that HR practitioners cannot ignore internal

management at any time. In the future, HR practitioners will soon face the

long-term strategy of developing a diversified internal management system and

optimising the internal structure in a changing environment to reduce conflicts

and implement ethical policies.