Strategic Hr
- Submitted by: shejrswe
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- Category: Science
- Date Submitted: 05/27/2012 12:41 AM
- Pages: 8
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Executive Summary
In this report, an analysis on comparative Performance Management System (PMS) strategy study was performed on two organistion that are General Electrics (GE) and British High Commissions (BHC).
As described in the introduction of this report, Performance Management System systems is a strategic and organizational approach, that defines, evaluates, executes, and improves organizational performance continuously. It is seen as an integrated process in which manager work with their employees to set expectations, measure and review results, and reward performance, in order to improve employee performance, with the ultimate aim of affecting organizational success positively (Mondy et al., 2002).
GE has long been using the forced ranking as its former CEO, Jack Welch is often associated to this method. It’s explained in detail on how this method was carried out and the success ripped from using it though it is a very challenging methodology. This been said because it is costly to eliminate the lower 10 percent annually and the adaptation time taken by the new recruits. Whereas BHC has adapted the MBO method with SMART incorporated.
An evaluation on the challenges and potential problem leading to the usage of the current methodology was highlighted. Finally, a recommendation of the best used measurement for both organization was elaborated. The recommendation was to adopt the Balance Scorecard (BSC) as it will best suit especially with the complex and growing number of units such as strategic business units, subsidiaries and the extended venture which are tough to scrutinize directly.
Table of Contents
1.0 Introduction 1
2.0 Introduction of General Electrics (GE) & British high commission 2
3.0 Similarities of pms in both organization 5
4.0 Differences of pms in both organisation 6
5.0 Evaluation of method used (adv) 7
8.0 Challenges (weaknesses) 9
9.0 Potential problem (biasness….) 11
analysis of organisation productivity...
In this report, an analysis on comparative Performance Management System (PMS) strategy study was performed on two organistion that are General Electrics (GE) and British High Commissions (BHC).
As described in the introduction of this report, Performance Management System systems is a strategic and organizational approach, that defines, evaluates, executes, and improves organizational performance continuously. It is seen as an integrated process in which manager work with their employees to set expectations, measure and review results, and reward performance, in order to improve employee performance, with the ultimate aim of affecting organizational success positively (Mondy et al., 2002).
GE has long been using the forced ranking as its former CEO, Jack Welch is often associated to this method. It’s explained in detail on how this method was carried out and the success ripped from using it though it is a very challenging methodology. This been said because it is costly to eliminate the lower 10 percent annually and the adaptation time taken by the new recruits. Whereas BHC has adapted the MBO method with SMART incorporated.
An evaluation on the challenges and potential problem leading to the usage of the current methodology was highlighted. Finally, a recommendation of the best used measurement for both organization was elaborated. The recommendation was to adopt the Balance Scorecard (BSC) as it will best suit especially with the complex and growing number of units such as strategic business units, subsidiaries and the extended venture which are tough to scrutinize directly.
Table of Contents
1.0 Introduction 1
2.0 Introduction of General Electrics (GE) & British high commission 2
3.0 Similarities of pms in both organization 5
4.0 Differences of pms in both organisation 6
5.0 Evaluation of method used (adv) 7
8.0 Challenges (weaknesses) 9
9.0 Potential problem (biasness….) 11
analysis of organisation productivity...