COMPARATIVE ANALYSIS OF PERFORMANCE MANAGEMENT

Comparative Analysis of Performance Management

[Name of the Institute]Abstract

This paper generates q detailed internal organizational responses, for instance crafting special sections to inspect the factors of the environment, also the collective responses of the external environment, for instance forming premeditated coalitions with new organizations. However, there are situations in which the employees of the organizations disregard the changes and create inertia. The paper focuses on the Perform management of two (2) different companies of two diverse industries. Here, the study further highlights the issues, as well as the strategies so as cope up with the arising issues.

Comparative Analysis of Performance Management

Performance Management

The environments, in which the companies work, present numerous milieus that are affecting the business along with its performance such as the production of the company, as well as its operations. A number of improvement projects that are implemented in the organizations either fail partially or many a times fully, because the involvement does not deal with the environment in which the organizations are operating. For instance, loans for development have channelled some resources to new tools, and after that into instructing the staff for the usage of the new machine.

Any attempt in diagnosing and improving the organization performance requires proper understanding of organization's outside forces that assist or even restrain the performance (Elkins, 1980, pp: 12).

Companies at times frame a more exploitative type where they should to refine current characteristics so as to adjust to the environment. The adaptation process in most of the organization reflects the modification of knowledge bases of the business. This change is furthermore embedded in individual employees and is updated via learning (www.pfdf.org). Businesses exercise the process of learning as a basic act in response towards the change in the environmental. Performance management (PM) has been popularised in recent years as a key feature of labour management practice across the UK public services. The appeal of Performance Management lies in its professed ability to deliver improvements in labour performance at reduced costs as a means of securing enhanced organisational performance. Much of the language and the techniques reflect managerial preferences about how most to secure control over labour performance. This control is crucially important in public services such as education as they are labour-intensive and staffed by practitioners who self-ascribe as professionals. As such, they prefer self-regulatory approaches to the management of their performance. Performance management (PM) is the process of transforming, strategic corporate, objectives into action, monitoring progress, and, fruitful results. It provides both a coherent management philosophy and a system for maintaining and enhancing the performance of employees while facilitating their professional development (Suddaby et al, 2011, pp: 36).

Many of the companies are stated as open systems that change and transform so as to survive in the competitive environment and later prosper. However, there are situations in which the employees of the organizations disregard the changes and create inertia (Aldrich, 1976, pp: 26). The organization in such situations needs to boost up employee ...