Performance Management and Contribution to the Organization

Question: Discuss about the Performance Management and Contribution to the Organization. Answer: Introduction: Performancemanagement has acquired substantial significance in the recent times owing to the planning, monitoring and review of employees in context of their overall contribution to the organization and their professional objectives. It has enabled managers as well as employees to coordinate with each other and explore cognizable opportunities directed not only towards evaluation of performance but also for the motivation and engagement of employees through approaches such as goal setting and feedback approaches (Ayers, 2013). The process is helpful for alignment of individual behaviour with organizational objectives, addressing the requirement of feedback for employees and improvement of work environment. The concerns for performancemanagement are distinct in varying sectors thereby enforcing on the requirement of varying approaches to determine the capabilities of employees to address organizational objectives. Performance management issues in charity organizations: The non-profit or charity sector is also subject to the issues of performancemanagement primarily related to the formulation and implementation of an appropriate framework for performance management. According to Bednall, Sanders Runhaar, the challenges pertaining to performancemanagement which are profoundly observed in the excerpts from interactions with proficient personnel in the non-profit sector include the culture, ambiguities pertaining to time and resource allocation, role of voluntary board, conventional performance management models and the prominence of culture in non-profit organizations (Bednall, Sanders Runhaar, 2014). The selection of the practical case of an Australian charity organization would be implicative of explicit references to the competence profiling requirements. The consideration of CARE Australia for accomplishing the competence profiling objectives would have to be preceded by the anticipation of challenges. Culture is aligned with the egalitarian values which support a flat organizational structure in non-profit organizations. Therefore employees and managers are more likely to perceive performance management as a traditional process involving command and control implying the creation of a situation opposing the values held by employees and enforcement of bureaucratic or hierarchical principles. Establishment of voluntary boards within CARE Australia should be accompanied with the competence necessary for accomplishing performance management (Budworth, Latham Manroop, 2015). The skills and experience of the board members could be perceived as a major disparity by employees thereby leading to inefficient outcomes from the performance management strategies. The lack of resources, competences and time is perceived as a major implication in context of the implementation of performance management approaches. Small organizations emphasize front-line operations rather than emphasizing on the performance management implications which create considerable challenges in the non-profit sector. As per Deepa, Palaniswamy Kuppusamy, the conventional methods for performance measurement are associated with quantitative evaluation which is not relevant to the qualitative dimensions of performance especially related to the interaction and quality of relationships among individual (Deepa, Palaniswamy Kuppusamy, 2014). The lack of precise norms that would help in estimation of approaches to management of employee performance could also be accounted as a formidable challenge with respect to the case of non profit organizations. The organizational background of CARE Australia is profoundly vested in the gradual development of the charity organization in almost 20 countries in the pacific region and Africa. According to DeNisi Smith, the objectives of CARE Australia are directed towards addressing the plight of young girls and women since the vision of the organization is aligned with the belief that these groups are essential for the integral development of sustainable communities across the world (DeNisi Smith, 2014). Therefore the organization must evaluate the distinct approaches required to evaluate the performance of its workforce especially through an emphasis on the competence based approach that is more likely to encourage motivation among the employees as well. Competency modelling: Competency can be defined as the singular behaviour or set of behaviours that reflects on the description of excellent performance especially in context of a particular work environment. The demarcation between average and poor performers is largely based on the identification of profound issues especially with respect to the clarification of workplace expectations and standards, creation of empowerment and accountability of employers, team members and team leaders, development of reasonable and specific decisions for compensation and appraisal and the alignment of individuals with the business strategies of the organization. The difference between skills and competences can be depicted in the association of competences solely with behaviours that accompany superior performance (Elliott, 2015). The competences should not only be aligned with the work objectives but also inclined towards behavioural orientations with respect to the motives for accomplishing work objectives. The implications of competency model organization can be considered here which has been derived from the literature pertaining to performance management. According to Grigoroudis, Tsitsiridi Zopounidis, the use of competency models has been profoundly observed in the case of opportunities to support various practices that include employee development, team assessment, career strategies, employee orientation, succession planning candidate interviews, performance management and coaching and team assessment. The derivation of specific competences for varying sectors is dependent on the presentation of competences along with key behavioural indicators and precise definition (Grigoroudis, Tsitsiridi Zopounidis, 2013). Evaluation of the competences is based on the Key Performance Indicators (KPIs) which are indicative of the performance of employees from a qualitative viewpoint. The benefits of implementing a competency based approach can be observed in the reinforcement of corporate culture, strategy and vision, increasing effectiveness of professional development and training programs for the company based practices. Managerial benefits of competence modelling would involve ease for the managers of CARE Australia, a non-profit organization, to ensure flexible hiring and selection processes (Iqbal, Akbar Budhwar, 2015). Clarification of standards pertaining to communication could be a potential attribute for inhibiting the effect of possible friction against performance management approaches as command and control processes. Employees could obtain an objective and specific assessment of strengths thereby creating opportunities for identifying specific areas for professional development. Competence evaluation: As per John Bernardin, et al, the various types of clustering available for evaluation of competences reflect on the distribution such as core competencies, leadership competences and technical competences. These competences have to be apprehended distinctly by the case of CARE Australia thereby reflecting on the different outcomes that can be impinged on the sustainability of the organization (John Bernardin, et al., 2015). The core competences are associated with the competences required for foundation of the organization without any formidable concerns for the function. The core competences are associated directly with the strategic objectives of the organization and are largely vested in the organizational vision, values, culture and mission of the organization (Kinicki, et al., 2013). Therefore the uniqueness of core competences of CARE Australia can be defined on the basis of distinctiveness of the above described elements. The core competences which could be observed in the case of CARE Australia could be identified in the exemplification of integrity, problem solving and decision making, delivery of service excellence and demonstration of personal effectiveness. According to Sanyal Biswas, functional competences or technical competences have a substantial implication towards abilities or behaviour that can be related to a particular body of skills and knowledge required for accomplishing specific objectives. Functional competences are considerably associated with the job roles and the interaction with other job roles and are distinct for individual personnel and job positions (Sanyal Biswas, 2014). Managerial and leadership competences have to be considered as significant entries in the performance management functions and processes since they are associated with skills, knowledge and behaviour of managers and other individuals responsible for realization of leadership functions and processes. One of the formidable advantages that can be noticed in case of the competence evaluation initiatives is reflective of the selection of specific clusters for competence modelling. It has been observed in different schools of thought where competency modelling was based on clustering of competencies into behavioural and technical categories (Sharma, Sharma Agarwal, 2016). Technical competences or hard competences are generally identified with respect to the job while those that are not related to the field of practice are referred to as soft competencies or behavioural competencies. Therefore the competency framework of CARE Australia must include references to behavioural, organizational and personal competences that can prove to be a guideline for increasing motivation of employees alongside facilitating a viable apparatus for realizing professional Performance Appraisal Programs (Slavi?, Berber Lekovi?, 2014). Dimensions of competence progression: The performance appraisals on the basis of a competency based approach could be associated with the variables of intensity, time horizon, complexity, autonomy, context, breadth of impact and scope. These dimensions are imperative requirements for evaluating the progression level of competences proposed in models for CARE Australia. Time horizon is a considerably favourable factor that allows the consideration of anticipating future situations for actions and decision making as well as observing the future incidents as well as planning. Intensity of the competencies is evaluated on the grounds of effort for completion of a task. Breadth of impact is reflected through the number of individuals and the job descriptions of the affected individuals by the competences as well as the nature of problems resolved by the competences (Sumelius, et al., 2014). The variable of complexity associated with competence assessment is reflective of the estimation of the multitude of people, concepts, things, causes and data into account. Scope can be validated on the grounds of the variation in responsibilities as well as tasks pertaining to organizational assignments. The context dimension of the competencies can be observed in the environment provided to the various units of CARE Australia. The dimension of autonomy is a formidable indicator of the level of supervision that is acquired by employees and the decision making power of individual members of the organization (Teelken, 2015). Key performance indicators: The use of key performance indicators can be associated with promising implications towards the generic characteristics of proficiency levels and behavioural indicators. Proficiency levels are associated with the resolution of a wide assortment of objectives and they provide a comparative interpretation of the jobs and roles especially in terms of competency requirements and the levels of proficiency required in specific job roles. The development of the proficiency levels is ensured through a commonly accepted incremental scale that is reflective of generic classification of competency performance of employees on different levels (Sharma, Sharma Agarwal, 2016). Proficiency levels are clear substrates for framing organization specific performance indicators and are associated with the planning, tracking and implementation of development initiatives of various job holders alongside prolific references to the existing or future jobs and professional roles associated with distinct mastery levels. The references to the use of five scales of proficiency levels is profoundly observed in case of many organizations, while CARE Australia could implement four levels of analyzing proficiency level in the performance appraisal program. The competency model dictates the levels on the basis of the users as well as the objectives pertaining to practicality and purpose (Iqbal, Akbar Budhwar, 2015). The selection of four levels for proficiency assessment could be associated with the potential refraining from the confusions arising due to trivial differences in multiple proficiency levels. Assessment of competency with the use of four levels is also beneficial as it prevents the probabilities of statistical central tendencies. Studies of competences could also be associated with promising HR planning and functional objectives that are otherwise associated with capturing the competency frame and the proficiency levels that are needed for a successful job performance for all levels of job roles in CARE Australia (John Bernardin, et al., 2015). The explicitness of job description is a promising resource for the HR management of the organization to ensure compliance of the potential candidates with the particular descriptions laid out for individual job role. Some of the general competences which are evaluated in case of non-profit job descriptions refer to the collaboration and networking skills, delivery of results, problem solving and decision making skills, performance management, motivation and inspiring capabilities, information management and utilization. The general perception of almost 12 competences should be outlined specifically in the competency model of CARE Australia that can help in refining the outcomes of hiring and selection thereby reducing the impact of excessive pressure on the performance appraisal programs (Sharma, Sharma Agarwal, 2016). Behavioural indicators have also been associated with literature pertaining to the different impacts of developing competences. The references to the behavioural indicators can also be a profound indicator of the development of proficiency level according to the competence category. Conclusion: The report presented an interpretation of possible recommendations for an Australian charity organization, CARE Australia, to realize the application of a competency model to formulate a performance appraisal program. 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