BUSN11080 Managing Organisational Health Assignment Sample 2023
Introduction
Organizational Performance Management (OPM) links between the organization’s objectives and its available resources. OPM achieves these objectives by measuring, analyzing, and improving organizational performance based on business requirements for quality, time, cost, and customer satisfaction (Armstrong et al., 2021).
The need for Organizational Performance:
It can be argued that there is a need for OPM to be carried out in an organization because, without it, the workforce would never know if their objectives were being met. In turn, this would cause a lack of focus and commitment from the staff.
OPM can help management identify problems by making them aware of discrepancies between what they thought was happening and what is happening within the organization. As well as identifying these problems, OPM can also help management identify opportunities to improve the performance of their organization (Qureshi et al. 2013).
OPM can also help align an organization’s objectives with its available resources so that any problems or opportunities are immediately spotted. Although it is difficult, OPM makes sure that issues and opportunities are dealt with as soon as possible.
Some of the most popular techniques for achieving OPM are:
The need for Organizational Performance Management can be argued because, without it, the workforce would never know if their objectives were being met. Without the need for OPM, management wouldn’t have to identify any problems with their organization. Another reason why the need for OPM is important is that management would never be able to align objectives with their available resources (Mackie et al. 2008).
OPM can help management identify problems by making them aware of discrepancies between what they thought was happening and within the organization. As well as identifying these problems, OPM can also help management identify opportunities to improve the performance of their organization.
OPM in theoretical terms:
Several theories have been developed over time relating to OPM. Two important ones are Theory X and Theory Y, created by Douglas McGregor. Theorists suggest that managers have two ways to view their staff (Brudan et al., 2010).
One – Theory X is that staff are essentially lazy and need to be closely monitored, or they will not work to their best ability. The Y theory suggests managers do not have this pessimistic view of their workforce but rather believe in working with them by giving them more responsibility and providing the right conditions to maximize their potential.
OPM in practice:
OPM can be carried out by several different methods, such as designing an organizational structure that clearly defines what is expected from each staff member and what they can expect from their employer. Another way OPM is conducted is through the use of audits, which is a way of checking that what you think is going on within your organization is happening (Amaratunga et al., 2002).
OPM execution:
The resources available to an organization can vary from one company to another. This will affect how OPM is carried out in each case. However, the steps involved in the process are broadly similar for most organizations (Den Hartog et al., 2004).
The first stage is to examine the organization’s mission statement and business plans. This will allow management to review how well they are carrying them out by assessing whether their objectives are realistic or not. Any problems should then be identified so the administration can do what they can to rectify them.
Second, the workforce needs to be analyzed to find out if the correct people are being employed for the right roles and if they have sufficient resources at their disposal to meet business requirements. This will also allow management to see if staff are under too much pressure or if anything else can be done to help them improve performance. (Gadenne et al., 2012).
Pervasive characteristics of organizational performance management:
The OPM process is nothing new, and it has been going on for many years. However, the tools have developed over time and can now be used in ways that were never thought of before. For example, just a few decades ago, if an organization wanted to know how effective their managers had been at achieving goals, they would have had to ask them to complete a questionnaire. In today’s environment, managers can be given online access to their performance data, and this is constantly updated as performances unfold. This means that the whole process becomes much more immediate and efficient (Wadongo et al., 2014).
Organizations that have not carried out any kind of OPM tend to suffer from underperformance and lack of direction. If they do not find out what is happening, they will not put things right when they do go wrong. OPM can be a powerful tool for management; once the process has been carried out, organizations are much better equipped to identify their strengths and weaknesses to improve performance.
Organizational structure:
The size and structure of an organization will affect how OPM is carried out. However, several common steps must be taken to ensure that targets and objectives are being met (Carneiro-da-Cunha et al., 2016).
Finally, management should take the time to review the outcome from each round of audits or reviews. This will allow them to see what impact OPM has had on the business’s overall performance and whether it is successful in achieving its objectives (Broadbent et al. 2009).
OPM:
Organizational Performance Management (Analytica, British assent, explanatory)
n’s objectives and its available resources. OPM achieves these objectives by measuring, analyzing, and improving organizational performance based on information that has been collected from members of staff and other sources.
To succeed in their business objectives, most companies use a range of organizational performance measures to ensure that what they think is happening within their organization is actually what is taking place. OPM aims to improve the performance of an organization by making management aware of any discrepancies between their expectations and the reality of what is going on around them.
OPM is a term that encompasses a variety of different methods used by organizations to measure, analyze and manage their performance. We will examine each stage of OPM and look at how these processes can be carried out in practice.
Several factors affect how OPM is carried out, for example, the size and structure of an organization. However, several steps must be taken to ensure that organizational performance management helps a business meet its objectives.
OPM is an integral part of the management process. It helps to identify what resources are available and how they can best be used to meet business requirements and allow members of staff to give feedback about the performance of their organization. This feedback enables management to see what can be done to improve organizational performance and, as such, meet their business objectives; OPM is therefore seen as a very useful management tool (Wadongo et al., 2012).
Some of the key benefits that OPM can provide are as follows:
- Improved performance through enhanced planning. When analyzing past experiences, organizations can use this information to plan more effectively for future events.
- Improved goal setting. By looking back at performance, management can set realistic targets moving forward, ensuring that nothing is over or underachieved.
- Improved communication. Feedback is an important part of organizational performance management, allowing employees to give their opinions on how well the organization is meeting its objectives. Without feedback, it would be impossible for management to improve how they communicate with staff members and other stakeholders.
- Improved situation awareness. OPM allows management to see what the organization is doing well and will enable them to highlight any occurring problems. This allows management to identify how changes can be made, which ultimately helps improve behavior while reducing mistakes within the business.
Conclusion:
Organizational Performance Management (OPM) is the term given to a range of different methods businesses use to measure, analyze and manage their performance to meet business objectives. OPM has a range of benefits for organizations and is an integral part of the management process.
Reference:
Den Hartog, D.N., Boselie, P. and Paauwe, J., 2004. Performance management: A model and research agenda. Applied psychology, 53(4), pp.556-569.
Qureshi, A. and Hassan, M., 2013. Impact of performance management on organizational performance: An analytical investigation of the business model of Mcdonald’s. International Journal of Academic Research in Economics and Management Sciences, 2(5), p.54.
Mackie, B., 2008. Organizational performance management in a government context: A literature review. The Scottish Government.
Brendan, A., 2010. Rediscovering performance management: systems, learning, and integration. Measuring Business Excellence
Amaratunga, D. and Baldry, D., 2002. Moving from performance measurement to performance management. Facilities.
Armstrong, M., 2021. Performance management.
Gadenne, D., Mia, L., Sands, J., Winata, L. and Hooi, G., 2012. The influence of sustainability performance management practices on organisational sustainability performance. Journal of Accounting & Organizational Change
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