- Define the term, “Performance Analysis.”
Performance analysis can sometimes also be known as Employee Performance Appraisal. This term refers to the job-related performance of each employee individually. When supervisory personnel perform an Employee Performance Appraisal they discuss problems faced by employees during a certain course of action. As part of this Performance Analysis supervisors discuss the degree of success achieved by individual employees toward solving work-related problems. The purpose of this kind of Performance Analysis is to help employees perform better in their job-related tasks. It is rarely used as a method to punish employees for poor performance.
A more complete Performance Analysis makes use of the Human Performance Technology (HPT) discussed in the next question. However, in brief, this method attempts to help employees manage themselves and their time in a manner that will benefit themselves, their company, and their customers. Improved employee performance adds client value for the employee’s company. It may also add value to their clients’ customers. Well-managed, HPT produces a win-win environment.
- In the HPT model, Performance Analysis focuses in three major areas. Identify and discuss each of these areas.
By itself, the acronym, HTP, implies that the three major areas of this kind of Performance Analysis focuses on the employee (Human), on his or her routine (Performance) in completing the job at-hand, and the systematic and systemic approaches (Technology) to solving problems.
The sum of the whole is equal to its parts dates back to the Theory of Holism suggested by Aristotle. Holism Theory, although non-mathematical in understanding HTP, has application because to thoroughly understand this concept, the student needs to examine all of its parts.
HTP examines outcomes: Employers need to question and confirm that all of the organization’s employees share common visions and goals. In order to complete their jobs (tasks) effectively, employees need to possess similar knowledge, and motivation. HTP takes a systems view: Modern organizations usually have cross-functionality in their various departments. In order to companies to remain profitable in a global environment, their employees need to have a basic understanding, not only of their individual tasks, but of multiple other tasks being done by other employees. HTP is a value-added concept: Employees need to understand fully the intricacies of their product so they can help clients make productive choices about the products available to them. Since all employees, regardless of their place on the organizational hierarchy, are representatives of their company, each employee should find out as much as possible about the specs associated with their company’s product. In this global marketplace, the success of each employee is regulated by every other employee. HTP is systematic: Performance deficiencies or gaps by employees need to be remedied or they will eventually affect the overall performance of the organization. Identify factors that limit performance: A major factor that limits performance is often because of a lack of appropriate training. Established employees need to be constantly trained in the latest applications of the company’s products. New employees need to submit to immediate and rigorous training to put them on a level plain with older, better-trained personnel. Evaluate: The measurement of efficiency and effectiveness needs to be an ongoing corporate pursuit. Capture data that will guarantee positive results.
- Differentiate between a mission and a vision. Write an example of each.
A mission statement deals with the present. It discusses the company’s goals for which it was formed. It is usually thought of as an internal document that defines the company’s success. It is usually aimed at the company’s leadership or at its stockholders.
A vision statement discusses the company’s future. It discusses where the organization sees itself in the near and/or distant future. It offers direction about what achievements are necessary for the company to successfully arrive at its future.
- What techniques would you use to gather information about the Actual performance state of an organization?
Employers need to engage in coaching. They do this through observation and feedback. They observe the performance of their employees in various situations. They compare employee performance to a predetermined set of expectations or standards. They analyze employee performance, comparing this performance to those standards, and then share with teach employee both positive observations as well as observed deficiencies. The observations of employees may be referred to as Performance Appraisals. The feedback may be thought of as Performance Standards. Thorough analysis by employers helps them to determine performance deficiencies that may be corrected though additional employee training. Employees usually respond better to situational training where there is more interaction between the leader and the employees than in situations where employees are simply lectured to.
- Differentiate between descriptive and inferential statistics. Give examples.
Descriptive statistics are simply charts and graphs used to illustrate certain characteristics found in any organization. For instance, a chart may be prepared that gender differences and years of service within the organization. Using a two-columned chart, out of 50 employees, it may show that 35 females have greater than 20 years of service while the remaining 15 females have 19 years or fewer of service. The same chart can show that 20 males have greater than 20 years of service while the remaining 30 male employees have 19 or fewer years of service.
Inferential statistics are arrived at by comparing independent and dependent variables. Inferential statistics may produce charts similar to descriptive statistics, but these charts are arrived at by manipulating certain actions within the corporation. In the Hawthorne Studies early in the 20th century, the independent variable was the amount of overhead lighting provided in the production area. The dependent variable was the amount of production produced by employees in that area. It was thought that the greater the lighting output, the greater the amounts of production. Conversely, the lower the lighting output, the less the amount of production. Measurements of lighting compared with production is an example of inferential statistics.
- Discuss how the changing workforce demographic landscape has shaped social media in modern organizations.
Although the World War II workforce is certainly dwindling, according to Bureau of Labor statistics (2011), there are still 7 million laboring in the workplace. In addition to this group, three additional generations have joined them: post World War II Baby Boomers, Generation X employees (commonly thought of as being beyond Baby Boomers) born in the sixties, seventies,
Dorsey Company. (2006). Online information about the use of Twitter. New York: Author.
Ning Corporation. (2005). Online information about the use of Ning for corporate social media platforms. Osaka, Japan: Author.
U.S. Department of Labor Statistics. (2011). Labor statistics discussing the different generations of workers in U. S. organizations. Washington, DC: U.S. Department of Labor.
U.S. Department of Labor. (2011). Documents discussing the current U.S. labor force. Washington, DC: Author.