Four Dimensions Used In Performance Management

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This assignment explores four dimensions as prescribed by the result spertaining performance management module. The four results are as follows.

LO1: Establish performance goals to meet strategic objectives.

LO2: Agreement on team performance and the following contributions to achieve these goals.

LO3: Process of monitoring and control objectives.

Lo4: Politics of personal interaction Belbin,s. A discussion about his leadership, persuasion and influence.

Performance management alone does not guarantee an improvement. Healing occurs through the process of re-engineering, innovation, and other measures of continuous improvement. Results-based management emphasizes a series of activities to become conscious consideration.

There are a variety of organizational characteristics (including resources, systems, structures and culture) and external factors (eg, a public commitment to the partnership), which has been developed to produce an improvement. This article should be essentially divided into two segments within a domain of learning goals, as defined above. Allocation should be between performance management and performance measurement.

Setting performance target to meet strategic objectives

Broadly defined objective that "the organization must achieve in order to follow the strategy succeeds."

The strategic objectives are generally directed outwardly (as management guru Peter Drucker) drops down eight main categories:

(1)Position in the market: The desired part of the existing and new markets

(2)Innovation: Developing new products and services, skills and methods to supply water

(3)Human Resources: Selection and development of employees

(4)Financial Resources: Identify sources of capital and its use

(5) Physical resources: Equipment and facilities and their use

(6) Productivity: Effective use of resources in relation to the production

(7) Social responsibility: Information, education and response to the effects of a stakeholder

(8) Operational requirements: The achievement of economic prosperity and growth measured.

General motor is one of the largest automaking company in the world. Company was found in 1908 and its headquarter is in Detroit. It has 209,000 employee in all over the world. Company is running its business in more than 120 countries. Motors Europe adopt operations from General Motors Corporation on July 10, 2009. GM is using different performance management tools. Company is running business with revenue of $135.6 billion.

Company is using Balance Score Card methodology to evaluate the performance of the employee. There are four parts of balance score card; financial perspective, internal business perspective, customer's perspective,learning and growth perspective. An employee is the asset to any organization.

Balance Score Card (BCS)

1.1 The link between team performance and strategic objectives


"A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable."( Wisdom of Teams" by Katzenbach and Smith)

Strategic Objectives of GM

Create positive, lasting relations with customers, dealers, communities, union partners and suppliers to drive our operating success

Lead in advanced technologies and quality in creating the world's best vehicles

Give employees more responsibility and authority and then hold them accountable



Customer Enthusiasm


Individual Respect and Responsibility

These are the main objectives of the company.

1.1.2 Workforce requirements that are capable for achieving objectives

There are 209,000 employs of the company. Each and every employee get the proper training for its job which helps the organisation to achieve the objectives. Company is using the hierarchical approach to check the performance and evaluate it.

1.2 Tools & Techniques available to set team performance targets

The performance of employs are checked with the help of score card. The operational performances of company is reported and viewed on the quarterly at board level and than the summary report is send to the top management. Company success depends on customers. The customers who shop with them and the people who work for them. If customers like what the company offer, they are more likely to come back and shop with them again.

Each and every employee has Personal Development Planning folder. This folder contains all the performance appraisals, the training already given and the future training needs and some departmental performance data. Again the score card helps the company to identify the improvement .

Improvements with organisation's vision and objectives

Organisation's vision

A Vision Statement defines what your business will do and why it will exist tomorrow and it has defined goals to be accomplished by a set date. A Vision Statement takes into account the current status of the organization, and serves to point the direction of where the organization wishes to go.( Bruce Mayhew Dec 31, 2009)


A business objective is something the business is aiming toward or a strategic position it is working to attain. Usually it is a step in the strategy. Objectives are similar to goals, but often have success/failure rather than quantifiable metrics.

Currently offer 19 FlexFuel vehicles for the 2011 model year.

In the year ended December 31, 2010 company worldwide market share was 11.4%.

Offering a lease product in certain geographic areas.

Increase the volume of vehicles produced from common global architectures.

2.1Required Performance Targets Within Teams Against Current Performance

Definition of Performance Measurement

Performance measurement is how organizations, public and private, measure the quality of their activities and services. An influential 1982 book, "In Search of Excellence," sparked interest in measuring performance. Since then, business, government and other organizations have sought to measure the extent to which they meet organizational goals. Performance measurement may sound simple, but is often a complicated process that requires deep strategic thinking and assessment.

(By Shane Hall, eHow Contributor)

The targets are compared with the year on year,season on seaon and like for like weekly targets. All the section managers and staff have the access to the relevant information and these targets are reiterated through an internal communication channel. Every single staff working at company has targets. As the company is becoming more technologically oriented, company is investing a lot in the training of systems such as self help check outs monitoring and online reporting. Every transaction at GME front end is stored for 5 years,this huge amount of data helps to analyse and compare sales data on the overall performance.

2.2 Individuals commitment to team performance

Staff value awards competition, employee of the month are the motivational techniques. Such techniques help raise the staff morale ultimate resulting in getting individual's commitment.

2.3 Delegation, Mentoring and Coaching


The assignment of responsibility and accountability for specific outcomes or achievements to a specific individual or organisation unit. The delegation can be temporary or permanent.

Delegation is not the giving out of tasks or 'jobs to be done'. Normally, a delegated task takes more than a short time frame to complete. It does not involve telling people what to do, rather it involves explaining the outcomes and results they are expected to achieve. They are then expected to work out the 'how' and the steps involved. The manager or team leader making the delegation is still involved, however, the extent of that involvement will vary depending on the existing knowledge and skill levels of the employee receiving the delegation. If the employee is very experienced, the manager's involvement will be minimal. If the employee is inexperienced, the manager may provide more support, as the delegation is clearly being treated as a development exercise.( Derek Stockley 2004)


Mentoring is not a term that is easy to define because it is an ever-changing process. The mentoring process links an experienced person (mentor) with a less experienced person (mentee) to help foster the career development and professional growth of the mentee.

The mentoring process requires that the mentor and mentee work together to reach specific goals and to provide each other with sufficient feedback to ensure that the goals are reached. One DOT mentor describes mentoring as "a process by which you open a passageway to knowledge by sharing ideas and information."


Coaching is an ongoing professional relationship that helps people produce extraordinary results in their lives, careers, businesses or organizations. Through the process of coaching, clients deepen their learning, improve their performance, and enhance their quality of life. In each meeting or call, the Coach listens and contributes observations and questions. This interaction creates clarity and moves the client into effective action.

Coaching accelerates progress by providing focus and awareness. It concentrates on where you are now and what you are willing to do to get where you want to be in the future, recognizing that results are a matter of your intentions, choices and actions. Supported by a good Coach's efforts and the application of the coaching process, amazing things can happen.(Marcia Wieder)

The concept of mentoring is used at graduate training schemes where graduate recruits get their mentor for a year or so period. Operational staff tend to get more coaching and any limitations in their skills are catered for locally in the staff training room. At grass root level there is not much of delegation involved, more or less the operational teams do the jobs that they are asked to do with avery little chance of job rotation.

3 Monitor activities

GME has adopted various channels for the smooth flow of information and introduced various checks and balances so that the balance score card is measured according to the objectives set. This whole process encompasses the involvement of supervisors, team leaders and other managers during staff appraisals which are conducted twice a year. Employees are encouraged to take part in company development programme which is labelled as personal development planning(PDP). Every employee develops his own objectives. Balanced score card helps to strengthen the core competencies of an organisation and enables workforce to sustain the competitive advantage in the market. (Prahalad and Hamel, 1990; Teeceet al., 1997).

3.1 Monitoring team performance

The balanced score card helps to review the objectives and progress through all structures of management and at all levels. GMEs recurring operational issues are discussed at weekly or monthly basis whereas, the strategic issues come up more often at managers meetings on quarterly basis. This is in alignment with the classical view of the balance score card evolution.

3.2 Evaluation of team performance against agreed objectives

Team performances are evaluated through 360 feedback, team briefings and by adopting Deming's PDC approach. The areas of improvement are defined and are communicated at once throughTeam Exercise. The wider the range of methods used, the more effective the monitoring will be because using a range of methods means company will gain a more balanced view of the employee's performance. Company can give the type of feedback that employee's tell they want more of, because they find it constructive and motivational, and which improves performance. And of course it's impossible to measure without monitoring!

4 Persuasion and influence to team dynamics


Process aimed at changing a person's (or a group's)attitude or behavior toward some event idea  object or other person by using written or spoken words toconvey information, feelings, or reasoning, or a combinationof them.

Team Dynamics are the unseen forces that operate in a team between different people or groups. Team Dynamics can strongly influence how a team reacts, behaves or performs, and the effects of team dynamics are often very complex. Employee motivation through monetary means is still a bigger factor behind better labour output.

4.1 Methodologies to gain commitment to action

There are two main methods through which company is gaining commitment to the actions

1: Balanced Score Card method

2: High Performance Work System

Company is using Maslow theory of need to enrich the job satisfaction. These mathods are used to gain the staff commitments in achieving the company targets. Training and development is another successful tool that company use to engage with its staff and to enrich their experience of working with them.HPWS is a very effective method as we consider the retention. The retention of the employee is very important for any organisation. Employee retention means the efforts through which employer make an attempt to retain employees in their workforce. In a company setting, the goal of employer is to decrease employee turnover, training costs, and loss of talent. By implementing lessons learned from key organizational behavior concepts employers can improve retention rates and decrease the associated costs of high turnover.