PART 1
INTRODUCTION
Different organizations have different policies regarding training and development of their employees. They do so to align the employees to the organizational goals and objectives. Training and development of the employees is very expensive, hence it is the first expense which the organizations cut back during the hard times. Organizations require that they assess the appropriate need for training and development and allocate their precious resources accordingly. The professional training of the employees is of two types: on job training and off job training. Methods which are used by the organizations for training are explained below (Aguinis & Kraiger, 2009).
TRAINING AND DEVELOPMENT
The trainings which the companies offer to the employees include training employees for performing their day to day functions, development of managerial skills and enhancing the abilities & knowledge of the employees. The most prominent forms of training and development include technological learning, simulator training, on the job training, coaching/mentoring, class room lectures, group discussion, outdoor training and planned reading etc (Saks, Tamkin, & Lewis, 2011).
- TECHNOLOGY BASED LEARNING
In this modern world technology plays a very important role on learning and development of the workforce. This form of learning includes using basic computer based programs and online facilities for the business. This form of learning is beneficial due to the involvement which the trainers get from the trainees. Trainees benefit as they can continue learning at their desired pace (Saks, Tamkin, & Lewis, 2011).
- ON THE JOB TRAINING
This type of training includes learning while pursuing with the job. In some businesses this form of learning is considered very effective. Reading from the manuals and understanding the requirements is amongst few of the most effective approaches of gaining knowledge about the task. With this approach the skills of observing, explanation and practice are strongly developed. Using intranet for solving the queries by asking questions is also an effective form of training. On the job training is considered as a source of motivation for employees starting a new job. This practice is considered very effective for some and for some it might turn out to be very stressful (Saks, Tamkin, & Lewis, 2011).
- COACHING AND MENTORING
This method is acquiring training one on one from an experienced professional. Companies hire experienced professionals and coaches for training the managers. Formal mentoring programs are encouraged so that the experienced professionals are aligned to coach the less experienced. This gives a chance to the trainees to ask questions and receive appropriate answers about practical solutions which cannot be acquired through classroom training (Saks, Tamkin, & Lewis, 2011).
CONCLUSION
The different forms of training which may be provided to the employees for aligning them to the organizational objectives are discussed above. Few methods of on and off job training have been discussed along with benefits of those methods.
PART 2
INTRODUCTION
Process improvement managers are responsible for creating systematic measures which can help in optimizing the organizational performance and achieving efficient results. Process improvement is a method of organizational development in which the important functional processes change for improving the quality of products and services which are delivered for meeting the consumer needs. In this segment of the report quality improvement processes will be discussed which lead towards change and development.
ORGANIZATIONAL DEVELOPMENT AND CHANGE MANAGEMENT
Organizations very frequently face issues with people and their performances. These issues arise when the employees are not aligned with the goals and objectives of the organization. It is essential that appropriate measures are taken by the management for bringing change in the business processes (Langley, et al., 2009).
The organization which is subject to discussion in this report has identified several safety and quality related issues in the production department. Managers have gathered for devising plans and implementing strategies for improving the current business practices. Benchmarking principle is used by the organization for improving the business practices and applying methods which may improve the overall results which the organizations may acquire.
PROCESS IMPROVEMENT PROCESS (PIP)
This model is a process improvement model and it emphasizes on improving the overall functionality of the business (Johnson, et al., 2010). This model is commonly identified as the PDSA cycle.
The process improvement model emphasizes on acquiring effectiveness, consistency and predictability in the business functionality. The four step processes which include plan, do, check and act are applied for improving the business process. This model emphasizes on assessment of the existing work design, plan solution for the existing problems, implement the designed solution and track the results of the applied changes. These are the essential measures which form the basis of the process improvement process (PIP) (Johnson, et al., 2010).
STEPS FOR PROCESS COMPLETION
The implementation of the organizational improvement process includes the following steps for completion. These steps are discover, document, review, analyze, improve and repeat (HCG, n.d.). For improvement of the business practices it is important that the existing process is analyzed and then propositions are made for creating opportunities which lead towards change and efficiency. The change process must be implemented in such a way that all the team members are connected. The following steps aim towards continuous improvement of the overall system.
(HCG, n.d.).
TOOLS AND MODELS FOR IMPROVING ORGANIZATIONAL PERFORMANCE THROUGH QUALITY IMPROVEMENT PROCESSES
The tools and models which can be applied by the organizations for enhancing the organizational performance and improving overall functions of the business are as follow:
- SIX SIGMA PROCESS
(SAI, n.d.).
Six Sigma is a measure which the organizations use for perfecting their overall internal systems. It is a data driven approach which the organizations can use for improving their overall performance. The measures are represented statistically for quantifying the overall performance process. The process must not produce more than 3.4 million defects per million and aims at optimizing the overall efficiency of the production process (Green, 2006).
The process is based on define, measure, analyze, improve and control which aims at improving the existing processes of the system. Six Sigma methodologies comprise the implementation of various frameworks and consultants have proposed application of the process where change is required. Application of this process enhances the control of the management and accomplishment of the desired goals is easily communicated (Dahlgaard and Dahlgaard-Park, 2006).
- LEAN MANAGEMENT
Lean management is a part of the lean thinking process. It requires that the management processes, people and the products be reformed with the upcoming challenges for ensuring appropriate measures. This approach is holistic and requires appropriate guidance and leadership. This process emphasizes on strengthening the leadership, engaging the staff towards daily improvement, coach the staff and make the results achieved prominent. The benchmark must be set to define the standard of work which is expected from the employees (Hicks, 2007).
The application of this process by the management will ensure contribution in increasing the overall productivity of the employees. Efficient management and delivering goals which the management wishes to accomplish improve the overall performance of the business (Arnhetier and Maleyeff, 2005).
(KPMG, n.d.)
The methods applied and the tools proposed in this report are effective methods which benchmark the minimum goals which the organizations wish to acquire. These are state of the art improvement designs which have been applied by many successful organizations for improving their organizational practices. Steps have been proposed which suggest monitoring the organizational practices which ensure improving productivity of the employees and the organizations.
RECOMMENDATION
Reforming the business practice is necessary for the organization for engaging in a constant improvement process. Management must ensure that for consistent growth organizations must constantly improve and align the workforce towards the organizational goals and objectives. The organization must apply both the model discussed which includes Six Sigma and lean management. Six Sigma will contribute in improving the production functions and increase efficiency. The lean management function will make the workforce more responsive and align them with the organizational goals and objectives. Implementation of the reforms can be monitored by the Process Improvement Process (PIP). This will enable the management in assessing the reforms required and successfully implement the changes.
CONCLUSION
This report discusses the role of Process improvement managers and discusses the importance of organizational development and change management. Organizations constantly require assessing themselves and changing as the time passes. This requires proposition for implementing the necessary reforms and improving of the management practices. Models for implementing the reforms and the steps required for completion of the processes are necessary for the organizations. Analyzing the tools for improving organizational performance through quality enhancement is very important. Application of change using tools like Six Sigma and lean management will be effective for the organizations. Reforming the business practices and optimizing their efficiency require that the workforce is appropriately aligned towards accomplishing the organizational goals and objectives. Recommendations for applying change related processes for reforming the business and enhancing their efficiency can be done by the application of these models.
PART 3
INTRODUCTION
The performance evaluation techniques are methods used by the organizations for providing feedback to the employees about their performance and the organizational goals and objectives which the management wishes to achieve. This can be done by setting goals for the employees and by specifically identifying areas which require improvement. The managers and supervisors use various methods for evaluating the performance of the workers. Some most frequently used methods are rating scale, critical incidents and management by objectives method (Kelchner, n.d). Different organizations use different methods according to the objectives which they wish to achieve.
- RATING SCALES
This method is used by the business owners for determining key areas performance of which will be rewarded through appraisals. These areas may be termed as job skills, teamwork, communication skills, flexibility etc. Some businesses require specific skills necessary for accomplishing the job by the employees. Such jobs rate the performance of the employees in order to provide an assessment of what the management requires from the employees. In certain cases communication skills of the employees are given more priority as compared to the technical skills of the employees for attaining the organizational goals.
- CRITICAL INCIDENTS
Business managers require that records and performance reviews of all the employees are held by the organization. This describes the areas where the contribution of the employees is used for enhancing the organizational performance. The managers must guide the workers for enhancing their overall performance by rating their skills and demonstrating teamwork for guiding and mentoring the employees.
- MANAGEMENT BY OBJECTIVES
Managers work together with the employees and list the objectives which the organization wishes to accomplish. The objectives set by the management must be specific, measureable, attainable and realistic to be achieved by the employees. All these must be aligned for achieving the goals and objectives. Specific goals must be allocated to the workers which require to be accomplished in a specified period of time.
ASSESSMENT OF APPRAISAL POLICIES OF TWO FORTUNE 500 COMPANIES
On assessing Wal-Mart retail chain of stores and Apple Inc., which are two top listed companies on the Fortune 500 list, an understanding was developed that employees of both the companies are not satisfied with the remuneration which they receive. Both the businesses function in the world’s fastest growing industries and yet the compensation package offered to the employees is not up to the mark. Employees are over burdened and yet they are paid less comparative remuneration for their jobs (Hines and Wilkie, 2012; Denning, 2012).
There are systematic limits applied on the compensation structure which makes the jobs for the employees difficult. Employees working at both the companies are satisfied with the job exposure and the learning which they acquire while performing their duties but the employees are not satisfied with the remuneration which they are being offered. This turns out to be challenging for some employees while leaving others de-motivated.
CONCLUSION
This segment discusses the methods of assessing the performance of the employees. Remuneration and performance appraisals are offered to the employees on the performances which they offer. These performances are assessed using methods which have been discussed above. Methods of assessing the performances rely on the objectives which the organizations wish to accomplish. Some organizations use the rating scales and some analyze the performance on the basis of objectives which have been accomplished.
An assessment of two top listed fortune 500 companies has been made which shows the performance appraisal methods used by both the companies. The assessment also discusses the satisfaction level of the employees from the performance appraisal which they are offered.
References
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Arnhetier, E, and Maleyeff, J. (2005). The integration of lean management and Six Sigma. Emerald, 17.
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Green, F. (2006). Six – Sigma and the Revival of TQM. Total Quality Management & Business Excellence, 17(10), 1281- 1286.
HCG. (n.d.). Improving existing processes. Retrieved October 21, 2013, from http://harvardcomputing.com/consulting/improving-existing-processes
Hicks, B. (2007). Lean information management: understanding and eliminating waste. International Journal of Information Management, 27(4), 233-249
Hines, A., and Wilkie, C. (2012). Walmart’s internal compensation documents reveal systematic limit on advancement. Retrieved October 21, 2013, from http://www.huffingtonpost.com/2012/11/16/walmarts-internal-compensation-plan_n_2145086.html
Johnson, C. D., Miranda, R., Aakre, K. T., Roberts, C. C., Patel, M. D., & Krecke, K. N. (2010). Process improvement: what is it, why is it important, and how is it done?. American Journal of Roentgenology, 194(2), 461-468.
Kelchner, L. (n.d.). Three common performance evaluation methods. Retrieved October 21, 2013, from http://smallbusiness.chron.com/three-common-performance-evaluation-methods-23608.html
KPMG. (n.d.). Breaking through the wall – removing the barriers to lean transformation. Retrieved October 21, 2013, from http://www.kpmg.com/global/en/issuesandinsights/articlespublications/breaking-through-the-wall/pages/default.aspx
Langley, G. J., Moen, R., Nolan, K. M., Nolan, T. W., Norman, C. L., & Provost, L. P. (2009). The improvement guide: a practical approach to enhancing organizational performance. John Wiley & Sons.
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