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Performance Management Case Study: O’Meara Electronics Company


Task: Read the Case Study on the LMS. In this report you are acting as a HR Consultant to the Case Study organisation. The report is to be written in report format with a table of contents and headings, sub-headings and numbering for each section and sub-section. The report must provide a clear purpose, scope and limitations of the case study. The report will include a diagnosis of the current performance management system in the Case Study. It will identify the performance management issues in the case study and provide an understanding of such issues related to the staff and the organisation. The report will also compare at least two performance management systems and relative elements/practices/processes. You will need to argue which performance management system or hybrid of two or more performance systems should be implemented at the Case Study organisation. Remember you have to come to conclusions before you can develop any performance management system and practices. As the HR consultant you must write the report as you would present to the Case Study organisation. You must use at least fifteen (15) contemporary (beyond 2007) academic journal articles (Do not cite the internet). Ensure you follow the criteria rubric in terms of the structure of the essay and the content. Read every section of the criteria rubric and respond accordingly.


Executive Summary
In the contemporary business era as discussed in this Performance Management case study, a framework such as performance management of the organisation is highly required for identifying if the goals and objectives being achieved and if not, the reason there of. Performance management is the translation of goals and objectives in to results and outcomes. Effective performance management help organisations in raising individual performance, fostering the ongoing development of employees in supervisors and increasing the overall effectiveness of an organisation.

The following assessment in this Performance Management case study has been carried out for analysing the performance management issues within O’Meara Electronics Company. The primary purpose of the provided case study for undertaking the assessment is to study how individual performances can be linked with organisational performance for the achievement of integrated goals. The Performance Management case study has a scope in helping organisations in the recognition of various aspects where the lack behind and why the objectives are not achieved. Some limitations have been found within the Performance Management case study which were - No details regarding the employees and their opinion have been provided and primary focus is given to the management and their perspectives. The current performance management systems of the company have been thoroughly analysed which is followed by comparison of two performance management systems. Significant recommendation regarding the usage of specific performance management system has been provided. Finally, necessary conclusions have been drawn.

Current Performance Management Systems: Effective performance management help organisations in raising individual performance, fostering the on going development of employees in supervisors and increasing the overall effectiveness of an organisation (Van Dooren, Bouckaert & Halligan, 2015). A coordinated and systematic approach of improving in enhancing the performances of individuals as well as of the organisation as a whole for achieving the strategic aims and objectives of an individual and the values and mission of an organisation is known as performance management (Noe, et. Al., 2017). Now, the process of ensuring that the resources of an organisation or business are properly utilised in pursuit of the goals and objectives of the organisation is known as organisational performance management (Walker, Damanpour & Devece, 2010). There are various activities which are included in the phase of organisational performance management.

First of all, the preferred goals and objectives of the organisation are reviewed, the organisational outcome are specified in terms of performance units (Mills and Smith, 2011). In the next step of this performance management system case study, the action plans of the organisation which directly contribute towards the objectives of the organisation are ensured. The preferred outcomes are ranked followed by the identification of the key performance indicators which help in suggesting whether the goal have been achieve successfully (Colquitt, et. Al., 2011). Standards of evaluation and identified for each of the key performance indicator and achievement of the desired results. The action plans are integrated and align together followed by the integration of the action plans throughout the company. The organisational performance management planning phase is followed by the evaluation phase which is the organisational performance appraisal which is followed by the final phase that is organisation development or improvement (Gruman & Saks, 2011).

The performance management system of the O’Meara electronics as discussed in this performance management system case study is primarily based upon customer relationships. The company has always worked upon developing innovative products and services for meeting the needs and demands of its customers. Most of the workforce of the company believes that the practices and Systems of the organisation and its business have been lacking in terms of activities and procedures. There are various concerns and issues regarding the ways in which the performances of individuals and the organisation is presently measured and managed at individual and organisational levels within the company as discussed in this Performance Management case study. There is a lot of work that has to be done by the management in terms of performance management. The organisational performance management of the company is majorly based upon customers and the contracts of customers. The individual staff performances are quite ad hoc and the organisation does not work much towards measuring the same. According to the management of the organisation, the individual performance management of the company is messed up and might require a long period of time for being changed or altered. High amount of resistance and hesitation might be shown from the staff and old employees who have been working in the company since its beginning. The working teams of the organization are not self managed. This can prove to be a big hindrance in the success of the organization and in the process of achieving its objectives because the teams are highly dependent upon others for being inspected and managed. This would require the development of an additional managing team which can potentially increase the costs of the organization. When the demand for specific electronic products becomes high in the market, the organization is readily available with temporary work teams as well as permanent work teams however the direction and management of these teams is quite little. The working teams of the organization are constituted of various people across the organisation ranging from production to marketing and engineering experts who come from various different backgrounds. This context in this Performance Management case study implies that the ideas, thought procedures, opinions and perspectives of the individuals differ from each other (Starren, Hornikx, & Luijters, 2013). There is a high need for working teams which are self managed.

According to the top level management of the company in this Performance Management case study, the individual performances should be primarily linked with organisational performance is when it comes about discussing performance management. In contrast to this, there is a high level of negativity and resistance from the old employees of the organisation which claims of not being familiar with performance goal and objective. As a new approach, the management of the organisation has been working upon implementation of Management by objectives. Such a process would help the organisation and the managers in monitoring and controlling the individual as well as organisational performances. This process would require a high level of participation from all the individuals. Here, it is very important to be noted that there has to be a link between organisational performance and individual performances. At the primary stage, certain achievable goals and objectives are set by the low level production workers by the means of specific measures. This is followed by the next stage in the Performance Management case study where the workers would set objectives with their immediate managers and supervisors. During this point, the workers would have the responsibility of putting forward their individual performance objectives and career objectives. Then a period would be specified by the individual workers where it would be demonstrated by them how the work would be done for achieving the objectives. Necessary feedback to the work would be provided by the managers for supervisors and hence this stage would be related to performance appraisal. The foundation for setting new objectives or changing objectives is created by the outcomes of the performance review.

Since the performance management system of O’Meara electronics is completely based on customer relationships, the organisation focuses upon innovative products and services for meeting the ever changing needs and demands of the customers. The practices and systems of the organisation as mentioned above in this case study on performance management highly lack the various activities and procedures related to performance management. It was noticed that the employees and supervises of the company do not work together efficiently. There are no programs within the organisation which supports or establishes a framework for the integration of the work of the managers and workers. Such lack in the integration of the two parties results in reduction of success of the organisation as a whole. The incentives of achieving higher results are lost in such a process. The effectiveness of the organisation in terms of performances has been lagging behind. The same can be improvised upon if the goals and objectives of every individual within the organisation are shared or common.

Performance management issues: There are various issues which have been identified within O’Meara electronics. First of all, there have been complaints from the employee that the low level workers and supervisors or managers do not work together. No programs or sessions are available for supporting the employees and supervisors for managers towards walking together for the success of the whole organisation. There is a lack of incentives for the achievement of higher results and performances. The major problem of the organisation is a lack of shared goal and objectives between individuals and top level workers. High level of negativity has been found within employees. The work attitudes of employees are not suitable for work since they deny about knowing what performance goals and objectives are. The working team of the organisation is not self managed which can be a big hurdle in the performance of the company an attainment of success and sustainability in the long term. The level of direction within the work of individuals is minute. The working teams and groups have different perspectives and opinions due to the fact that they belong from various different backgrounds and have different specialisations. The profitability of the organisation has been declining over the years and it has been losing its market position. Convincing the staff and other individuals at the organisation that performance management systems and remuneration would demand more than measurements is another issue.

Comparison of PMS
Competency based PMS: A competency based performance management system would allow an organisation for evaluating the performances of employees (Shields, et. Al., 2015). Usage of such systems would help in enabling the supervisors and managers for identifying the gaps, deploying remedial training, recruiting staff and compensating the prevailing employees appropriately (Pérez-López & Alegre, 2012). Such a management system usually involves the creation of comprehensive models of competency for all the jobs and responsibilities and assessment of employees against such models during the reviews of annual performance (Çali?kan, 2010). By the identification of the core competencies which a line with the vision, goals and mission of the organisation, the management would be able to fairly and consistently rate the workers who truly contribute to the organisation (Sengupta, Venkatesh & Sinha, 2013). Employees are also encouraged for establishing personalized objectives people them for developing their own abilities while supporting the objectives of the company (Campbell, et al., 2010).

360 Degree feedback PMS: The primary objective of a 360 degree feedback performance management system is arriving at a detailed feedback of the performance of an individual (Buckingham & Goodall, 2015.). However, due to various business issues including controversies, practicality, compensation planning and performance assessment issues, the 360 degree feedback cannot be implemented alone (Aguinis, Joo & Gottfredson, 2011). Half yearly appraisal, annual performance appraisal and 360 degree feedback are together applied within organisations for effective performance management (Mone & London, 2018).

Conclusion and recommendations
The organisation would need to transform the performances of individuals and the organisation in to one which is achievable. It is observed in this Performance Management case study Concerns and questions should be raised if any faults are found in the products of the company. Such faults would impact the moral of the staff and their performances. A zero fault policy should be implemented within the organisation and on the attitudes, loyalties and potential of performance and promotion of the employees. It is inferred in this Performance Management case study that it should be ensured by the organisation that performance management is not unachievable. Specific criteria related to the skills, capabilities and competencies of individuals should be implemented within the organisation. Various different rating systems, self appraisal factors and 360 degree feedback methods can be implemented. The most significant solution which can be used for solving the problem of performance management within the organisation is the usage of participative management which would demand the participation of every individual towards the attainment of the organisational goals and objectives. Performance management case study assignments are being prepared by our management assignment help online experts from top universities which let us to provide you a reliable assignment help Australia service.

A hybrid of the above two discussed event management systems should be used within O’Meara electronics. It is recommended in this Performance Management case study this approach would help in analysing and measuring the performance of every individual in detail while at the same time keeping in minds the competencies and abilities of every employee. Since the core competencies would be in alignment with the mission, vision and strategy of the organisation, the achievement of the objectives would become simpler as the work of every individual employee would be headed in the same direction. As such, participative management achieved throughout the organisation.

Reference List
Aguinis, H., Joo, H. and Gottfredson, R.K. (2011). Why we hate performance management—And why we should love it. Business Horizons, 54(6), pp.503-507.

Çali?kan, E.N. (2010). The impact of strategic human resource management on organizational performance. Journal of Naval science and engineering, 6(2), pp.100-116.

Campbell, C., Silver, I., Sherbino, J., Cate, O.T., Holmboe, E.S. and International CBME Collaborators. (2010). Competency-based continuing professional development. Medical Teacher, 32(8), pp.657-662.

Colquitt, J., Lepine, J.A., Wesson, M.J. and Gellatly, I.R. (2011). Organizational behavior: Improving performance and commitment in the workplace (Vol. 375). New York, NY, USA: McGraw-Hill Irwin.

Gruman, J.A. and Saks, A.M. (2011). Performance management and employee engagement. Human Resource Management Review, 21(2), pp.123-136.

Mills, A.M. and Smith, T.A. (2011). Knowledge management and organizational performance: a decomposed view. Journal of knowledge management, 15(1), pp.156-171.

Mone, E. M., & London, M. (2018). Employee engagement through effective performance management: A practical guide for managers. Abingdon, UK: Routledge.

Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M. (2017). Human resource management: Gaining a competitive advantage. New York, NY, USA: McGraw-Hill Education.

Pérez-López, S., & Alegre, J. (2012). Information technology competency, knowledge processes and firm performance. Industrial Management & Data Systems, 112(4), 644-662.

Sengupta, A., Venkatesh, D. N., & K. Sinha, A. (2013). Developing performance-linked competency model: a tool for competitive advantage. International Journal of Organizational Analysis, 21(4), 504-527.

Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns, R., O'Leary, P., Robinson, J. and Plimmer, G. (2015). Managing employee performance & reward: Concepts, practices, strategies. Cambridge University Press.

Starren, A., Hornikx, J., & Luijters, K. (2013). Occupational safety in multicultural teams and organizations: A research agenda. Safety science, 52, 43-49.

Van Dooren, W., Bouckaert, G., & Halligan, J. (2015). Performance management in the public sector. Abingdon, USA: Routledge.

Walker, R.M., Damanpour, F. and Devece, C.A. (2010). Management innovation and organizational performance: The mediating effect of performance management. Journal of Public Administration Research and Theory, 21(2), pp.367-386.


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