Table of Contents
- Introduction
- Description of the Company, Service, and a Team
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- The Company’s Organizational Objectives, Mission, Strategies, and Goals
- Achievement of the Goals through the Team’s Success
- Performance Management System
- Performance Competencies of a Team Member and Team Leaders KSAs
- Anticipation of a Conflict and Its Resolution
- Capitalization of the Team Members’ Differences
- Reward for the Team Member
- The Coaching Strategies
- The Coaching Strategies for Success
- Termination
- Conclusion
Introduction
Implementation of the performance management in the service area is a guideline for the achievement of appropriate quality, sufficient management of people, processes, and tangibles in order to meet the stated mission and goals. The task of this project is to allocate performance management within the inner processes of a company. The project of performance management will include such important issues like the conceptual basis of the company, compliance of factual performance to organizational goals, formation of a performance management system, distribution of job obligations and control over qualitative performance, development of coaching strategies, and law compliance.
Description of the Company, Service, and a Team
The company represents the service of custom tailoring. The Custom Clothing Shop (CCS) is engaged in the provision of special services for a wide audience of clients with different levels of income. The custom clothing shop promotes consistent, individual, and short-term customer service for the tailoring of clothing and shoes according to the personal orders of consumers. The job profile is quite wide. The company’s products are clothing and shoes of any style, theme, and size. Surface list of services provided by CCS includes a discussion of the future order and the possibilities of its implementation, individual measurement of the customers, the construction of basic templates, pre-fitting, tailoring, control fitting, and the final performance of the order. This basic procedure applies to the tailoring of both clothing and shoes.
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Services are provided by the qualified professionals with successful practical experience. Special recruitment policy of the company allows attracting inexperienced interns as potential employees. The company’s team consists of male and female masters. All of them have different experience, but the qualitative performance of their duties and provision of appropriate services remain essential criterion for their job assessment. HR policy of the company and the performance management ensure the equality between employees, fair wages, and stimulating promotion. The team of the masters is aware that the qualitative performance and management of the tasks are important sources of equal success of the entire company and each of its stakeholders.
The Company’s Organizational Objectives, Mission, Strategies, and Goals
The organizational objectives of CCS include good governance and resource potential of the company, excellent customer service and efficiently in fulfilling customer orders as well as the expansion of the customer base. Objectives also include increased marketing activities, leading position among the competitors of the region, cooperation with private seamstresses and the companies tailoring footwear, loyal conditions of suppliers and high quality of the supplied materials, and the increase of profitability and employment. The activities directed to the addressing these objectives should submit to the common mission of the company.
The mission of CCS is the tailoring of clothing and footwear in order to maximize customers’ satisfaction by qualitative fulfillment of the orders. The achievement of this mission is an important principle and a guide for the ongoing processes or any strategic decisions. The mission of CCS defines the future directions of the business, development of the company’s goals, and guides thoughtful utilization of economic resources to achieve the stated goals.
According to the specifics of CCS service and direct communication with the customers, the company follows a few strategies. As CCS is still relatively undeveloped and unsophisticated by high competition on the market for similar services, the original trend of the company’s efforts is the focus strategy. At the stage of selection of the best proposals from the providers and determination of the market niche, the company enters the market of tailoring service with a well-developed line of the offered products for sale in order to gain a foothold in the market and to be remembered by a greater number of potential customers. In addition, the company needs to develop the corporate culture and implement the system of performance management for timely adjustment of the actual path according to the organizational goals and mission. This strategy combines the control over the performance and creation of a holistic collaborative working space.
The developed and established strategies detail the mission and the objectives of the company on the tactical goals. Thus, the company strives to attract more customers, constantly control the quality of orders and services, obtain high profits, provide safe and motivating working conditions and professional development, expand the business to an entrepreneurial network, create new jobs through the recruitment of young professionals, prevent failures of the operational work, and expand business connections with the fashion industry.
Achievement of the Goals through the Team’s Success
The company’s policy is designed in such a way that each master understands his/her mission and assignment within the organizational structure of CCS and contribution to the common success of the company. Such a step was taken in order to improve the motivational mechanism of the company, make working relationship transparent and trusted, and to show the value of each employee in the company’s development. These ideas strive to promote feedback of a value. If the managerial staff makes everything possible to meet the needs of the employees, the masters will be interested in the success of the employer.
Implementation of the goals becomes possible through the quality of the team’s performance. The dependence of the quality of the performed order and the ability of the company to achieve more goals is directly proportional. This relation may be explained by the fact that an employee is the point of contact of the factual performance and potential possibilities of the company to realize its goals. The quality of service and performed orders affect the demand for the masters’ services. In turn, the increase of demand raises the popularity and profitability of the company and opens more opportunities for its successful promotion. The contribution of all masters to the success of the business is the chance to achieve their goals. It is important to correlate organizational goals of the company and personal goals and motives of the masters.
Performance Management System
The system of performance management for CCS is the set of processes, toolset, programs, and employees that form the management of the individual performance of a master and common results of the company. This system is directed to put each organizational unit in compliance to the stated mission, objectives, strategies, and goals.
Introduction of the performance management system will be carried out regarding the following fundamental processes: planning, implementation, monitoring, and review. The objects of the performance management will be the conceptual content of the business (strategy, goals, and objectives) and ongoing processes. The drivers of the performance management system will be the staff of the company.
Every workplace and aggregated work performance of the staff will reflect the reality of the established strategies or objectives and evaluate the performance of each employee in accordance with the company’s objectives and quality standards. The participation of each master will be provided by delegated supervisor role (Moynihan, 2008).
The planning process will include staff training and discussion of the correspondence between the desired outcomes of the company and the personal goals of the masters. This step will demonstrate further direction of the performance management system. Its implementation and monitoring consist of the regular comparison of planned and actual results of performance of orders. This stage requires attention, honesty, professionalism, and collaboration between all team members (Aguinis, 2009). The role of the managers will concern the collection of obtained information and the adoption of an ultimate decision on the level of the company’s performance. The delegation of managerial powers will make it easier to monitor the ongoing processes, outcomes, and identification of gaps. The review will be the final phase of the cycle, which will allow making certain adjustments to the company’s performance or its strategies and objectives. The applied toolset of the performance management system will include observation, discussion, questioning, training, and consulting.
Performance Competencies of a Team Member and Team Leaders KSAs
One of the central positions within organizational structure is assigned for a seamstress, or a dressmaker. The performance competencies of this job position are performance of complex operations of making items from different materials using machines or by hand, elimination of minor malfunctions of serviced machines, control over the color of tissue, parts, substitutes, applied materials, and threads (“Tailor, Dressmaker, and Custom Sewer”, 2015). A seamstress has the right to give the assignments to the subordinates within their responsibilities.
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A seamstress interacts with other services of the company to discuss production and other matters within job responsibilities. She notes all the revealed violations and shortcomings of the performed work. In addition, the seamstress is responsible for the improper performance or failure to perform the duties assigned by this job description.
A team leader possesses in-depth professional experience, creativity, time and conflict management, and the skills in communication, leadership, organization, and active listening. Moreover, the leader should be practically experienced and well-educated according to the tailoring profile. In order to satisfy the requirements of a seamstress’ job, KSAs (set of knowledge, skills, and abilities) should be permanently trained and practiced through the designed development programs, collaboration with outsourced professionals, and verification of the compliance of factual performance to standards and the customers’ needs.
Anticipation of a Conflict and Its Resolution
Possible conflicts may occur due to the internal competition of the masters. These obstacles will negatively affect the productivity of less demanded specialists, worsen the psychological climate of the personnel, and misbalance the cooperation within the performance management system. Internal competition raises many ethical and economic issues and causes deterioration of the performance of orders and their quality (Ferreira & Otley, 2009). If the management of CCS starts to encourage such employees, it may unintentionally discourage other masters.
The solution of this conflict can be based on a uniform motivation of the masters with different levels of popularity, consideration of their personal and professional qualities, management of their talents, and other similar aspects of HR management. Internal competition may be reduced through the training of personal growth, leadership, and the change of the masters’ schedules for the steady distribution of demand.
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Capitalization of the Team Members’ Differences
The differences between the members of the CCS’ team is based on their personal and professional characteristics, living conditions, life principles, motives, behavioral and communication styles, and values. Equal working conditions may be perceived differently by the different masters. However, even these differences may be used for the company’s success.
Identification of the various social and professional qualities and their relationship will enable the company governance to allocate job positions within the team (Horwitz & Horwitz, 2007). For example, the finding of leaders among the employees is important for the power delegation in the case of business trips of a supervisor. Working activity of the master should allocate him/her among the rest of productive employees in order to demonstrate his/her as an example and stimulus for the colleagues. The arrival of a newcomer to the team should be accompanied by an adaptation of this employee to the working circumstances and more experienced personnel. Ethnic and cultural differences must be smoothed by consultations, meetings, leadership trainings to manifest civility and understanding.
The differences of the masters only strengthen the organizational structure of CCS, as each master occupies a special position in the company. In addition, the consumers are also sensitive to the temperament of a seamstress or tailor. Therefore, the management of these differences must be taken as specific circumstance and condition during the introduction of the performance management system.
Reward for the Team Member
The remuneration of each employee for the performed volume of the orders will be carried out depending on their qualifications, complexity of work, volume of qualitative performance of orders, and the working conditions. As additional bonuses for the work, additional compensation and incentive payments will be practiced by the supervision.
The most productive masters will receive the awards and motivating payments, especially for the attraction of new customers and retention of the existing clients. It is valuable for the company as new customers because these circumstances allow improving CCS’ profitability and rewarding active employees. If the person does not perform the orders in a timely manner or he/she stays below the working tempo of the colleagues, the management should determine the causes of these phenomena, conduct training, and engage an employee in additional occupations in order to stimulate the dynamics of the work performance.
The raise of the common level of motivation and labor productivity occurs after rewarding with the involvement of particular authority during the meeting with CCS team, collective visits of fashion shows or other events of professional interest. The awarding of employees with quality measures positively impact on the increase of their level of performance.
The Coaching Strategies
The couching strategies will help to communicate sufficiently with the personnel. In order to manage human resources and their talents and competencies thoughtfully, the supervisor or a manger may apply the following strategies:
The management can assign the employees to the positions suited their abilities and aptitude (McMahon & Archer, 2010). Natural characteristics and professional skills will reveal the best performance of the individuals if they are appointed to the appropriate positions. Identification and determination of personal preferences through discussions or questionnaires will enhance each workplace by filing with properly studied abilities, skills, and aptitude of the candidate. Supervisor should not be afraid to assign new responsibilities to another person if this employee demonstrates the characteristics suited to this job position.
The management can exploit appropriate modes and styles of communication. Utilization of specific technique and demonstration of appropriate communication style during collaboration with different styles will attest personal and professional skills of a leader of the team and ensure longer retention and better mutual understanding. Application of different voice tones, personal space, and non-verbal communication will ease the connection with subordinates. Beneficial effect will follow the utilization of this knowledge with different masters and customers in order to retain both groups of the company’s stakeholders.
Support must be provided in the positive manner. If the goal was achieved or the strategy was implemented successfully due to the efforts of the masters, they should be rewarded and motivated by demonstrated appreciation. Positive support is important step that should follow a well-performed order. The masters may react differently to remuneration and motivational payment, but immediate positive support will be a valuable response of the supervision to the applied efforts of the master. This area of service connects with moral and ethical feelings of design and taste. Therefore, such employees may be especially sensitive to compliments and appreciation of the results of their performance.
The Coaching Strategies for Success
The manager of CCS would select the couching strategies of the perfect matching positions and aptitude and exploitation of appropriate styles of communication. These strategies of the HR management enable the supervisor to assign talented people to appropriate job positions correctly and properly and improve informational connections with them.
Business success will come along with the full matching of the masters’ abilities and occupied workplaces. The advantages of each professional will be opened in the workplace. In turn, it will reduce internal competition due to the absolute advantages of a person and improve the quality and performance of the orders. Selection of an individual communication style during conversation with each employee will improve the communicational process between the colleagues and remove social tensions caused by the differences between the employees. Application of these strategies will enhance the company’s benefits.
Termination
The dismissal of an employee will be carried out in compliance to the labor laws, participation of trade union laws, the rules of contractual dismissal, the provisions of the Act of Employment Standards, the doctrine of at-will employment, and other normative acts (Hirsch, 2008). If there is a situation of forced reduction of the workplaces, the manager should avoid the claims by the laid-off masters.
Termination should be accompanied with all legal, economic, and ethical aspects of this procedure. In addition, the reason for dismissal should be discussed and agreed by both parties. Validity of the arguments and the legality of the dismissal will enhance the company’s preparation for different obstacles, allow meeting long-term strategies and objectives, reinforce the image, and improve its factual performance.
Conclusion
The performance management system is qualitatively reflected through harmonious cooperation of the team members, the best match of their goals with the company’s objectives, the desire of the personnel to manage the quality and performance of its work, resolution of conflict and risky issues, and effective use of the advantages of each member. The business of a custom clothing shop is supplied with wide range of services, professional skills of human resources, and appropriate required resource potential. These resource capacities are used to implement the mission, objectives, strategies, and goals. Such conceptual issues form the basis for comparison with factual performance of the clothing business. Key drivers of performance management are the achievement of the goals through the team’s success, exploitation of performance competencies, knowledge, skills and abilities, conflict resolution, capitalization of the employees’ differences, special reward, application of coaching strategies, and compliance to labor legislation. The building and introduction of performance management system will be successful for each element of the business and its ongoing and ultimate performance.
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