Performance Management Siemens

In: Business and Management

Submitted By taimhash
Words 3569
Pages 15
Table of Contents:
Table of Contents: 1
Performance Management at Siemens 2
Introduction: 2
Analysis of Siemens current situation: 3
Task 1 4
Setting Performance Targets of Team to Meet Strategic Objectives 4 1.1 Evaluating Tools and Techniques Available To Set Team , Performance Targets: 4
1.2 Assessing the value of team performance tools to measure future , team performance: 5 1.3 Assessing the Link between Team Performance and Strategic Objectives: 6
Task 2 6
Agreeing team performance targets to contribute in meeting strategic objectives 6
2.1Need to encourage individual commitment to team performance in achieving organisational objectives: 6
2.2 Evaluating team performance plan evaluation in meeting organisational objectives: 8
2.3 Relating the application of delegation, mentoring and coaching to the achievement of the organisational objectives: 8
2.4 Required performance targets within teams against current performance: 9
Task 3 9
Monitoring actions and activities defined to improve team performance 9
3.1 Evaluation of team performance against agreed objectives of the plan: 9
3.2 Evaluating the impact of team performance in contributing to meeting strategic objectives: 10
3.3 Assessing the process for monitoring team performance and initiating changes: 11
Task 4 12
Contribution of influence and persuasion to team dynamics 12
4.1 Impact of individual dynamics, interests and organisational politics on securing commitment to action: 12
4.2 Influencing and persuading methodologies to gain commitment of individuals to a course of action: 14
References: 16

Performance Management at Siemens

Introduction:

This assignment is about strategic performance…...

Similar Documents

Performance Management

...discusses about some of the best practises when it comes to performance management in an organization. Some of the key practises discussed in the paper would be: • Setting up effective goals • Panning and continuous monitoring of the execution of the goals • Refer to multiple sources of information and systems to extract the data on performance metrics • Document and record the progress the observations and action items so that they can be referred for future use • Adequate coaching and training to the management to handle the talent and manage their careers • Appraising and rewarding policies to encourage and motivate the performers in the company The paper looks to analyze a few case examples from various companies and relates them to the HR practises best creating a link between them. Finally it concludes by highlighting the current scenario and its challenges and recommends a few new methodologies in order to adapt and align with the changing business strategies. Introduction: Performance improvement with the role of performance management is probably the most talked about topic in today’s workplace. The question is that why suddenly the focus on performance management now. The ever increasing business pressure has compelled the organizations to become more effective and efficient and to execute better on business strategy. While the Human Resource partners understand the importance of performance management they are constantly faced with multiple internal and......

Words: 2548 - Pages: 11

Performance Management

... TOPIC: Performance Management Abstract: 1.In this REPORT, I have explained the Performance Management and its practical study. 2.Along with this,Data collection methods are written. 3.And SWOT anaylsis and the final conculsion of Performance Management. Table of Content: 1.Abstract 2.Introduction 3.Process of Performance Management 4.Practical study of organization 5.Data Collection Methods. 6.SWOT Analysis 7.Conculsion 8.Recommendations 9.References INTRODUCTION: Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas. PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities. This is used most often in the workplace, can apply wherever people interact — schools, churches, community meetings, sports teams, health setting, governmental agencies,social events and even political settings - anywhere in the world people interact with their environments to produce desired effects. Armstrong and Baron (1998) defined it as a “strategic and integrated approach to increase the effectiveness of companies by improving the performance of the people who work in......

Words: 5239 - Pages: 21

Siemens Plc Load Management

...branch of Engineering. Electronic devices are being used in almost all the industries for quality control and automation. They have become a fast replacement of present workers army which is engaged in processing and assembling of the factory. In this fact developing society, electronic has come to stay as the most important branch of Engineering. Electronic devices are being used in almost all the industries for quality control and automation. They have become a fast replacement of present workers army which is engaged in processing and assembling of the factory. 2. Problem statement: The objective of this project is to make a device with the help of PLC which can control automatically the devices connected with it, the PLC we are using is Siemens LOGO module, we control the street light, home appliances, Lamp Flasher, and star delta starter. The PLC helps us in automatic control of devices with its output signal; we can also provide the time delay using timers. 1 3. Purpose of the Project: An engineer discovers new ideas and identifies opportunities in various sectors of national economy. He explores the possibilities of starting adventures infield of agriculture, trade, industry, transport and communication etc. An engineering project is a combination of numerous activities on the part of entrepreneurs, organizers, designers, workers and etc. The engineer is the key element in any project work and it is not possible to attain success for every engineer. An engineer......

Words: 5909 - Pages: 24

Performance Management

...Professional Practice S E R I E S THE James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational......

Words: 215290 - Pages: 862

Performance Management

...Bringing the Balanced Scorecard to Life: The Microsoft Balanced Scorecard Framework White Paper By: Charles Bloomfield Insightformation, Inc. Published: May 2002 For the latest information, please see http://www.microsoft.com/business/bi/ Abstract This paper describes the Microsoft® approach to developing and implementing a Balanced Scorecard for enterprise performance management. It presents basic information on the Balanced Scorecard performance management methodology, and identifies key business issues that must be addressed in developing and deploying a balanced scorecard. The paper then presents the Microsoft Balanced Scorecard Framework (BSCF)—a comprehensive set of techniques, tools, and best practices to speed scorecard implementation using toolsets with which organizations are familiar. An extensive body of research and literature describing the Balanced Scorecard exists. That body of knowledge is constantly being expanded by The Balanced Scorecard Collaborative, Balanced Scorecard Institute, various consulting organizations, software companies, and client organizations. This paper cannot comprehensively cover such a complex topic or reflect accurately many of the nuances of scorecard development and implementation. Instead, it presents a basic conceptual overview of the Balanced Scorecard. Interested readers are encouraged to use the bibliography presented at the end of this paper as a guide to more detailed......

Words: 7549 - Pages: 31

Performance Management

...Performance Management in the Public Sector Public sector organisations may have the most ambitious plans for transforming services and delivering against government targets, but if they don’t keep day-to-day activities tightly aligned to what actually matters, they’ll find themselves getting nowhere fast. About This Survey The Advanced Performance Institute (API) research project, Strategic Performance Management in Government and Public Sector Organisations – A Global Survey, is the largest and most comprehensive global study of government and public sector Performance Management to date. The reasons for conducting the survey were two-fold. Firstly, the Advanced Performance Institute noted an increasing number of Performance Management initiatives across the public sector, but found the assessment of the results for these initiatives to be more anecdotal than comprehensive (see Section 1: Survey Results). Secondly, the API intended not just to understand the current state of affairs in public sector Performance Management, but also to glean information on what factors and behaviours contribute to Performance Management success (see Section 2: Best Practices). The extensive international study surveyed a wide cross-section of government and public sector organisations, including central or federal government agencies, state and local government bodies, as well as national health organisations, police forces, fire and rescue organisations, courts and education...

Words: 1855 - Pages: 8

Performance Management

...Performance Management Byron S. Salter HRM/531 April 26, 2015 Dr. Deborah Burgess TO: Traci Goldman, Manager, Atwood and Allen Consulting FROM: Byron S. Salter DATE: April 26, 2015 SUBJECT: Performance Management Hello Traci, I am delegated with the duty of developing a performance management plan, using the current organizational strategy to increase performance and identify performance gaps. Landslide Limousine is anticipating to have a -$50,000 revenue for the first year and expecting revenue growth of 5% each year. With 25 employees, Mr. Stonefield is estimating a 10% turnover rate annually for the business. It is essential to develop a performance plan to maximize performance and minimum the turnover rate. To develop a strategic performance plan, I will expound on the alignment of the performance management framework to the organizational business strategy and the organizational performance philosophy. I will also complete a job analysis process to identify the skills needed for the employees and define the methods for measuring the employee’s skills. Additionally, the performance management plan will include a process for addressing skill gaps and develop the approach for delivering effective performance feedback. Performance Management Framework to the Organizational Strategy According to Cascio (2013), “[p]erformance management requires willingness and a commitment to focus on improving performance at the level of the individual or team every day”......

Words: 1740 - Pages: 7

Performance Management

...Performance Management Dr. L. Perkins Human Resource Management Foundations 500 March 1, 2015 Performance Management The purpose of this paper is to produce a job description for a retail sales associate, generate an organizational behavior modification plan to define key behaviors that are required for successful job performance as a retail associate, specify ways that HR would measure whether current employees exhibit the key job performance behaviors, outline a plan with methods of providing feedback to employees, and examine three key legal and ethical issues that could potentially impact the performance management system. Retail Sales Associate Job Description According to Noe/Hollenbeck Gerhart/Wright 2014, a job description is “a broad, general, and written statement of a specific job, based on the findings of a job analysis. It generally includes duties, purpose, responsibilities, scope, and working conditions of a job along with the job's title, and the name or designation of the person to whom the employee reports. Job description usually forms the basis of job specification”. Retail sales jobs comprise an expansive range of duties and activities conditional on the service and merchandise offered by the organization. The job description undoubtedly summaries the tasks and activities of a retail sales job and provides a description of the skills, knowledge and key competencies required for the job. Below is a job description for the position of a Retail......

Words: 1519 - Pages: 7

Performance Management

...Corporation Ray N. Olsen TRW Corporation Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/cahrswp Part of the Human Resources Management Commons DigitalCommons@ILR is celebrating its 10th anniversary! Please share your DigitalCommons@ILR story! This Article is brought to you for free and open access by the Center for Advanced Human Resource Studies (CAHRS) at DigitalCommons@ILR. It has been accepted for inclusion in CAHRS Working Paper Series by an authorized administrator of DigitalCommons@ILR. For more information, please contact hlmdigital@cornell.edu. Employee Compensation: Theory, Practice, and Evidence Abstract [Excerpt] As organizations continue to face mounting competitive pressures, they seek to do more with less and do it with better quality. As goals for sales volume, profits, innovation, and quality are raised, employment growth is often tightly controlled and in many cases, substantial cuts in employment have been made. To accomplish more with fewer employees calls for effective management of human resources. Typically, the employee compensation system, the focus of this chapter, plays a major role in efforts to manage human resources better. Keywords employee, compensation, organization, profit, human, resource, manage, pay, market Disciplines Human Resources Management Comments Suggested Citation Gerhart, B., Minkoff, H. B. & Olsen, R. N. (1995). Employee compensation: Theory, practice, and......

Words: 11410 - Pages: 46

Performance Management

...Performance Management HRM/531 August 24, 2015 Performance Management This email serves as a recommendation for performance management for Landslide Limousine. The email was designed with the intent to increase performance at your organization based of your current business strategy, and the information the owner has provided Tracy. Looking at the organization there are many areas that can be improved and areas where performance management can increase. The new performance management plan will be based off of these areas. During Traci’s last phone conversation with Bradley Stonefield we were able to confirm key pieces of information to this performance plan. We know that the type of business is a Limousine service, and the business location is Austin Texas. We know that Bradley has a plan for 25 employees and he is predicting a 10% annual turnover rate. We know that he is expecting a -50,000 annual net revenue this year, with 5% growth for a couple of years. Ideally we would like to maximize performance to meet or exceed the 5% expected growth, and we would like to minimize the turnover rate to less than ten percent because turnover can be very costly. Aligning the performance management framework to the organization business strategy, Outlining the organizational performance philosophy, and detailing the job analysis, understanding the methods used for measuring an employee’s skills, outlining the process for addressing skills gaps, and outlining...

Words: 1663 - Pages: 7

Performance Management

...off the information provided to increase performance . Based on the information given I will create a performance management plan that will allow the business to increase performance and identify areas of improvement. Landslide Limosuine is looking to have about 25 employees and bring in 50,000 in annual revune . The plan needed for their business will have to be a plan that will maximize performance but minimize turn over . Through the plan the goal would be to keep turn over to a minimum of 10% or less . This goal is obtainable, will will just need to look at the information provided and form a plan. 1. Align the performance management framework to the business strategy A great asset to performance management plans are the performance appraisals. In general, appraisal serves a twofold purpose: (1) to improve employees’ work performance by helping them realize and use their full potential in carrying out their firms’ missions, and (2) to provide information to employees and managers for use in making work-related decisions (Casico,2014). Appraisals are useful in helping the business make decisions regarding promotions , training , or termination of employment. Although there are other systems to measure the appraisals the management by objective process will be the most beneficial to the business. The MBO process allows the business to set objectives as well as what the standard will be for both the employee and management. The structure for the system should......

Words: 759 - Pages: 4

Performance Management

...Contents Introduction: Performance management system objective: Performance management strategy: Performance management plan: Performance agreement: Goal setting: Psychological contracts Job Description: Coaching and social support: Leadership Engagement appraisal and assessment: Feedback: Employee satisfaction measurement: Introduction: Performance management systems, as set up and administered by HR functions, typically serve to rate the performance of individual employees and shape their behaviour towards superior performance for the next rating period. It plays an important role in evaluating the employee. In this journal I have tried to develop a performance management plan for sales employee in a project based company. Performance management is key to a successful business, but performance management doesn't just happen, nor is it an easy process. The essence of performance management lies in a) knowing the details of what you wish your employees to do and b) evaluating how well they do it. (Leonard, June 10, 2013). Performance metrics are a critical ingredient of performance management, a discipline that aligns performance with strategy. Performance management develops IT to follow up execution of business strategy and help companies to attain their goals. Performance management is step by step process. That involves 1 creating strategy and plans 2. Monitoring the execution of those plans 3. Adjusting activity and objectives to achieve strategic...

Words: 1098 - Pages: 5

Performance Management

...system that is able to support the decision-making process by gathering, elaborating and analysing information (Neely et al., 2002) “To improve performance you have to know what current performance is” (Armstrong and Baron, 2005: 29) Performance management is a process which: ‘Contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance’ ‘Establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure it is achieved’ Armstrong and Baron (2005: 2) Top management need to focus on creating a high-performance culture (Armstrong, 2006) Features and Concerns of Performance Management (Armstrong, 2006)  Aims – performance improvement and personal development  Strategic – concerned with how well the business functions in the longer term and with the creation of a culture of performance and continuous development  Integrated – aligns individual goals and values with corporate goals and values  Focus – on outcomes (results) and inputs (competencies)  Management of expectations – helps individuals to understand their roles and what they are expected to achieve in terms of both outcomes and competency levels  Measurement, feedback and review – concerned with measuring performance (‘if you can’t measure it you can’t manage it’), feedback to individuals (self-generated or provided by their manager) and the review of......

Words: 700 - Pages: 3

Performance Management

...PERFORMANCE MANAGEMENT Leadership Training Systems NOTE: Too often the term job and the term position are viewed as being synonymous. The two terms are different: a job is the same for a number of people doing the same thing; a position defines the duties and responsibilities of a single person. Very often you will see a job or example administrative assistant, but that job is really a position when we look at the duties and responsibilities of the administrative assistant to the President, the administrative assistant to the Director of marketing, the administrative assistant to the Director of operations and perhaps several other positions We also need to recognize that jobs change over time due to changes in automation, computerization, customer specifications and many other ongoing changes. As changes occur, very often the job title does not change and it appears that the job has not changed. Often what was a skilled or semiskilled job has had of the duties and requirements reduced so that an unskilled worker can perform the job. One of the more difficult tasks in human resources is to reduce the compensation on jobs to match the new duties and requirements of that job. The first step in a performance management system is to identify performance area you wish to manage. Many times the terms position and job are used interchangeably. There is a slight difference that is important in the area of performance management, but may be less important for...

Words: 2306 - Pages: 10

Siemens Case-Strategic Human Resource Management

...Strategic Human Resource Management Strategic human resource management is designed to help companies best meet the needs of their employees while promoting company goals. Human resource management deals with any aspects of a business that affects employees, such as hiring and firing, pay, benefits, training, and administration. Human resources may also provide work incentives, safety procedure information, and sick or vacation days. Strategic human resource management is the proactive management of people. It requires thinking ahead, and planning ways for a company to better meet the needs of its employees, and for the employees to better meet the needs of the company. This can affect the way things are done at a business site, improving everything from hiring practices and employee training programs to assessment techniques and discipline. In this assignment strategic human resource management of the company Siemens is taken for study, since it has a strong Strategic HRM. Siemens is a leading technology business and one of the largest electrical and electronics engineering companies in the world. In the UK, it employs over 20,000 people and is in the top three electrical and electronics companies in the world. It has been a pioneer in innovation since 1843 when Siemens installed the first street light in Godalming, Surrey. In 2006, Siemens UK invested over £74.4 million on research and development. The company designs and manufactures products and services for both......

Words: 2219 - Pages: 9