Performance objectives can be defined as a goal that describes something that has to be accomplished within a given period of time. In other words, performance objectives express the direction and level of achievement expected from the organisation as a whole and, at lower levels, from the individual parts, team part, sections and departments which make up the organisation. http://www.exponentialtraining.com. The writer will be using his care company called Extra Mile Care Company as an illustration on how a performance objective applies to his organisation. The nature of the job description of the organisation is domiciliary care which means we help people who want to remain at the comfort of their beloved homes but are unable manage on their own, to achieve their daily task such as personal care.
1.1 Explain The Links Between Individual, Team And Organisational Objectives.
As Carlos (1999) stated, the link between individual, team and organisational objectives is an agreed contract to achieve a common goal within a specific period of time. And as a matter of fact, the link between individual, team and organisation objectives simply describes the overall objectives which the team and the organisation aimed to achieve on either a short term period or long term period. At Extra mile, individual, team and organisation objective is to provide best care service to those who need their service in the community and to be the best care company in the country by 2013 and by achieving this, the other objectives such as giving their best care training quality also have to be met. And for this reason, the organisation strategic creates an effective link between individual, team and the organisation objectives so that the effort of both individual and team and the organisation can aligned with the organisation overall business plan.
Extra mile organisation objectives
S – Specific – Objective is specific because the company specialised in caring. M – Measurable – because the company have a group of people that needs the service. A – Achievable – Team objectives are achieved with a precise period of time R – Realistic – Our clients relied on Extra mile carers in looking after them or relatives. T- Time specific – The Company have a time limit of when the objective should be achieved.
1.2 Identify The Selection Of, And Agree, Individual And Team Objectives
According to Ryan (2007), in other to accomplish explicit and valuable results, there must be a need for a proper selection of individual and team for objectives in any organisation. Selection of and agree individual and team objectives is a process of selecting a right individual or team to carry out a particular job effectively, so as to achieve the organisation objective. A right individual and team must be accessed through their level of competency, right skills and knowledge, backgrounds, medical reports and so on.
At extra mile, selection of, and agree, individual and team objectives is a very crucial task which is normally carried out by HR Manager(s). This is a process of getting a right individual for a right objectives, as well as right team for the right objectives upon agreement. Every staff (both individual and team) of extra mile are equally access, so as to know if they can achieve the organisation objectives. Because of the nature of the organisation objectives, Extra mile identifies the selection of both individual and team through their:
Right skills and knowledge
Personal interest for the job
Criminal Records bureau check (CRB)
It is the responsibility of managers to make sure that they select right individual or team for the organisation objectives, because failure of right selection of an individual or a team will have a terrible influence on the company’s objectives.
1.3 Identify And Agree Areas Of Individual And Team Responsibility In Achieving Objectives
Dewaker (2008), suggested that individual and team are required to first of all understand the basic objectives of the organisation for which they are working and the manager is required to define the better details of the job or task to his staff so that he may be able to relate his contribution towards achieving the overall objective of the organisation. Identifying areas of individual and team responsibilities in achieving objectives is mostly carried out by the team leader or the manager; this is a process of knowing the responsibilities of individual and team in achieving objectives. At Extra mile Care Company, the basic responsibilities of their staffs both individual and a team in achieving objectives are outlined by the manager or in the staff contract letter. Responsibilities of carers at extra mile care company for their clients are:
Personal care, which includes washing, bathing, showering, assistance with dressing/ undressing, toileting, etc.
Assistance with medication.
Preparing and cooking meals and snacks.
Health & hygiene cleaning.
This will become the individual or team responsibilities, only if they agree to carry out the responsibility.
1.4 Identify the need to create an environment of trust and support with others
Fisher (2006) suggested that managers who build trust within their team are more likely to create an environment of openness where people feel good about themselves and others. Trusted colleagues helps people to accomplish their work, and people work better if they are treated with respect, support trust and honesty by those they work for. At extra mile, the manager realised the importance of creating an environment of trust and support with others because it helps in many ways such as:
Cooperation between individual and team
Increase in loyalty and commitment from those they manage
Increase in number of good working relationships
Decrease the number of difficulty relationship by converting them to neutral.
Ashok (2010) also stated that “low trust environment people suffer as they cannot work to the full potential due to lack of support from others which puts hurdles on growth, coexistence and co-operation”.
2.1 Evaluate and assess individual and team performance against objectives
According to Cristina et al (2003); it is a basic fundamental of any organisation is to design how to evaluate and access performance of both team and individual member, and the assessment should be focus on the team and individual outcome. At extra mile, evaluation is undertaken to:
Set performance objectives
Assess past performance
Help improve current performance
Assesses training and development needs
Established channel of communication
Facilitate review of employees
Develop human relation skills of the assessors.
Extra mile evaluate and assess their staff and team performance against objectives by the outcome of their performance and the organisation mainly does this evaluation so as to know whether or not the individual is meeting up the company’s objectives. And in process the term of quantity, time and cost of employee is also measured. Also it’s a systematically evaluation of individual and team employee’s job-related strengths and weaknesses to a set of pre-defined organisational standards. Generally Organisation assesses team outcomes like quality, quantity, creativity cost, and timeliness of the team deliverable.
2.2 Identify methods of providing feedback to individuals and teams on performance
Williams and Curtis (2005) stated that, regular feedback based on objectives assessments of performance need to be given. Feedback is a discussion between people which reveals back how another person sees someone else’s behaviour or performance. At Extra mile, given feedback is part of an assessments and about behaviour or an activity which highlight something well done or offering suggestion about how to do something better, and it is an important role that has to be carried out by the manager(s) and the reason for carrying out feedback is to ensure that staffs are satisfied with their objectives and to see how the individual or team performs in their objectives, also to check if there is anything that has to be improved in the organisation Methods of providing feedback at extra mile are in following ways:
Verbal feedback to individuals
Verbal feedback to team
Feedback on behaviour
Feedback on information
Feedback on performance
Feedback is a critical for extra mile Care Company because of the nature of the job, so as to learn how to improve their performance and suggestion on what to do in improving the staff performance in achieving their objectives should be discuss during the feedback.
2.3 Identify the causes of conflict, and describe strategies to minimise or prevent conflict
According to Harris et al (2001), when conflicts arises, managers and supervisors who are in a position to influence and affect the attitudes and actions of those in disagreement may find it helpful to identify the causes and feelings of the parties involved. At extra mile conflict sometimes arise between colleagues, competitors and even clients. And once this occur, the manage will first of all identify the cause of that conflict and then find solution the that conflict if in any case is beyond what he can do then he will seek the advice of those are superior to him/her.
The identified causes of conflict that has occurred in the organisation are:
Lack of trust
Different personal values
Lack of participation
Lack of resources
Not achieving objectives
Strategies to minimise or prevent conflicts
Participation in decision-making
Provision of flexibility
Strategies to minimise conflict should be design in other to prevent, minimise and resolve conflict in the institution that will result in effectiveness and efficiency at individual and institutional level. Gupta (2007)
2.4 Explain recording systems for performance assessment for individuals or teams
According to() Recording system for performance assessment is a prominent personality in field of human resources, it is a document in an organisation that serves as evidence of an activity of transaction formed by the organisation. Recording system at extra mile is a systematic, periodic and impartial record of an individual or team’s activities in the matters pertaining to their present job.
Processes of recording system at extra mile are:
A content analysis- describe content in the organisation that needs recording
A file plan- indicate where record are to be kept and how long to keep the records
A compliance requirements document- rules that organisation must follow
Process for holding records- needed when event such as litigations occurs
Unmanaged recording system makes the performance of duties more difficult, costs organisations time, money and resources.
3.1 Explain a performance improvement cycle
Performance improvement cycle is a process that design, measure, assess and improve performance of organisation strategies. And the ultimate goal is to allow the organisation to meet its goals. Joint commission recourses (2001). Performance improvement circle is an integral part of Extra Mile Care Company, and the company has determined to continuously improve their performance and demonstrate the quality of their service. These are process of improvement circle at extra mile namely:
Design – this is a stage that requires identifying the main aim of the organisation and for the process and design that allows it to achieve its objectives
Measure- this is a stage provides a process on how well the organisation has achieved their aims.
Assess – this is a process where the company set their priority on what has to be achieved, and the assessment opportunity enables the organisation to rank priorities
Improve- improvement actions are based on the results of measurement and assessment, at this stage the company would have known the areas that’s they need to improve and implement specific innovations, which involves redesigning the process. Effective management of individual performance rests on managing the performance cycle.
3.2 Discuss the indicators of poor performance
According to DuBrin (2008), poor performance is an ineffective job performance that does not meet the required standards for achieving the organisation objectives. Ineffective performers lower the growth of organisational objectives directly by not accomplishing their fair share of work, by so doing it lowers the organisation productivity and for this reason it is very important to deal with issues of poor performance in the organisation. At extra mile Care Company, consequences of poor performance are enormous and the HR manager ensures that they effectively manage the staffs to the required standard of the organisation.
Indicators of poor performance are:
Insufficient mental ability and education,
Insufficient job knowledge,
Excessive absenteeism and tiredness,
Alcoholism and drug addiction
Inadequate communication about job responsibility,
Negative and untrusting attitude,
Organisation culture that tolerates poor performance,
Intentional threat to job security,
Changes in policies without staff consultation
Effective methods to deter underperformance
For any organisation to handle poor performance successfully, certain factors have to be considered such as:
The manager(s) has to be confident and competent to tackle underperformance
There must be a clear communication between managers and staff
Effective performance management systems
Organisational culture that encourages employee involvement
Joint objective setting
Good staff development practices
Poor performance is legally defined as “when an employee’s behaviour or performance might fall below the required standard”
3.3 Evaluate methods that support performance improvement
Performance improvement is a way of analysing performance problem and finding a means to ensure good performance. The methods of improving performance of staffs at extra mile is by improving their performance in achieving objectives in areas that the individual or team are not meeting up with their goals, and also appraising and rewarding individuals for job well done.
Methods that support extra mile care company’s staffs are as follow:
Training- we give our staffs the best training so as to perform to the best of their ability when carrying out their jobs
Motivating- we motivate our staffs so that they can feel the sense of belonging to the organisation, and also encourage them and acknowledge the work they have done.
Rewards- it is our culture to reward any staff that carry out his or her duties effectively every month, and we do this so as to encourage others to perform better.
Job security- we try as much as possible to keep our staffs who are willing to stay in their job and we also provide them with benefit such as sick pay, holiday pay and so on.
Salary- we increase salary of our staff that are with the company for a number of year and we make sure sire that our staffs receive the best salary among other competitors.
These are methods in which we support the performance of our staffs. However we make sure the cost of the training is justified by the improvements in productivity and performance it’s likely to bring.
4.1 Discuss the organisation’s disciplinary and grievance procedures
Disciplinary and grievance procedures are basis which provides clear and transparent ways for dealing with difficulties which may arise as part of working relationship from either employer’s or employee’s perspectives. (http://www.cipd.co.uk)
At extra mile care company, organisation’s disciplinary and grievance procedure is a set of standards of performance and conduct reinforced by company rules. The reason for Disciplinary and grievance procedures is to ensure that every staff of EMCC is treated the same way in the similar circumstance, and also to make sure that issues are dealt with fairly and reasonably.
Reasons why disciplinary procedures are needed at emcc are as follows:
Employer know what action to take when there is a problem with employee
To enable staffs to make appropriate decision
Solving matters without ending up in tribunals if minor.
To enable employer and employee agree to suitable goals
Set as a set of rule that governs the behavior of both emcc and its staffs
Reasons why grievance procedures are needed at extra mile are:
To provide the staffs the cause of action if they have complaint
Solving matters without ending up in tribunals
Creates a point of contact to resolve issues
Gives employee what action to take if a dispute cannot be solved informally.
Disciplinary and grievances are rules and procedures help to promote orderly employment relations as well as fairness and consistency in the treatment of individuals and also provide guideline for adherence to the rules. All this a backed up In a legal document in the UK.
4.2 Identify the role of the manager in both a disciplinary and a grievance procedure
The role of managers in both disciplinary and grievance procedure is to implement the disciplinary action when necessary also to make sure that the issue that arise is resolve with involvement of external body such as ACAS. There are several stages where the manager enforces their power in disciplinary and grievance procedures
Role of manager in disciplinary procedure at Extra mile care company
Managers gives verbal warning if the offence is minor
Managers gives written warning for a subsequence minor offense or more serious offence
Managers gives final warning for repeated offences or a very serious offence
It also the role of manager to dismiss an employee if an employee commits gross misconduct.
Role of manager in grievance procedure at extra mile care company
Manager investigate the complaint within the department
If matter still not resolve, it will be investigated by a more senior manager (if any)
Finally if the compliant is beyond the organisation grievances procedure, it may be pursued outside the organisation such as ACAS.
4.3 Summaries the key aspects of legislation that applies to an organization’s disciplinary and grievance procedures
Legislation that applies to organisation under April 2009 Code of Practice 1, is design to help employers and employee deal with disciplinary and grievances situation in the workplace.
Legislation that applies to disciplinary procedures are:
Establish the facts of each case
Inform the employee of the problem
Hold a meeting the employee to discuss the problem
Provide employee with an opportunity to appeal
Leg that applies to grievances procedures are:
Employee must know the nature of grievances
Hold a meeting with employee to discuss grivances
Allow employee to be accompanied at the meeting
Decide on appropriate action
Allow the employee to take grievances further if not resolved
In conclusion, the purpose of