Most of the time in organizations mission is well-stated but poorly implemented. While missions typically include clear references to financial performance, environmental responsibility, employee respect, and excellence in customer service, too often it is only financial performance that gets measured and managed while the other equally important parts of the mission get lost in noble words. In other words, there is a gap between what the mission says and what people in the organization believe is management's real message. This gap is a result of the lack of alignment among the managerial tools of policies, procedures, and practices with the mission. This lack of alignment confuses everyone about what the mission really is as they try to implement it. Most of the times, companies have a very good mission statement but it is badly communicated to its employees. In some cases job description of the employees is defining something else as compare to the mission statement.
2.2 Broad Problem Area:
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In many organizations mission statement is just a legal requirement; most of the employees do not even know that what the mission statement of the company is. The problem we are identifying, that how mission alignment process with or without the job description will affect the performance of the employees. We also want to identify that how communication of organizational policies and mission statement will affect the performance of the employees.
2.3 Specific Problem Statement:
We are going to identify the affects of mission alignment audit process on the performance of the employees of banks.
2.4 Aim of the Study:
There are some different factors which have the major impact on employee performance, like motivation, rewards (intrinsic or extrinsic) etcâ€¦ But our aim is to study the ignored area that is mission alignment process which affects employee performance.
2.5 Research Objectives:
To identify the gap between the mission statement and the actions of the employees might be the mission statement is not properly communicated with the employees.
To find out how the aligned and well executed mission will affect the performance of the employees.
To identify how aligned mission will lead employees to achieve personal and organizational objectives.
2.6 Research Questions:
How the aligned and well executed mission will affect the performance of the employees?
How the well communicated organizational mission affect the employee performance?
How the mission alignment process with or without proper job description affect the performance of the employees.
2.7 Significance of the Study:
The previous studies were based on the effects of mission alignment process on organizational performance, but we are trying to find out its effects on employee performance. The significance of this study is for those organizations which take mission statement just like a legal requirement, their goals and policies are not aligned with their mission.
3. Literature Review
3.1 Concepts & definitions
A firm's mission statement is an enduring statement of purpose that distinguishes its business from its peer firms, identifies its scope of operations, embodies its business philosophy and reflects the image it seeks to project (Toftoy and Chatterjee, 2004). The mission statement is expected to guide and direct employees and managers (Campbell, 1997; Ireland and Hitt, 1992). The Mission Alignment Audit Process Defines the outcomes of the mission in measurable terms it Identify key policies, procedures and practices that cue employee behavior (e.g., job descriptions, annual plans) .It also creates an audit of whether or not the mission is included in each key policy, procedure, and practice of an organization and at the end mission alignment process fix and align any item that is out of alignment and compares the audit results against the mission outcome measurement to a firm value of alignment (Crotts et al., 2005).
Communication is "the central means by which individual activity is coordinated to devise, disseminate, and pursue organizational goals (Gardner et al., 2001). Job description is the described responsibilities associated with the given job of employee, if the job description is aligned with the mission statement it might affect performance of the employees.
Employee performance is how employee is performing his or her assigned task. Employees must know what they need to do to perform their jobs successfully. Kaplan and Norton (2001) have developed a set of measures that they refer to as "a balanced scorecard." These measures give top managers a fast but comprehensive view of the employee's performance and include both process and results measures. This is one of important tool used to measure the employee's performance. By using balanced measures at the organizational level, and by sharing the results with supervisors, teams, and employees, managers are providing the information needed to align employee performance plans with organizational goals.
3.2 Theoretical reflections
Always on Time
Marked to Standard
"Practice what you preach." "Walk your talk." "Actions speak louder than words." These are all phrases commonly used to describe the expectation that words should match behaviors. Mission is the "foundation upon which decision makers can build corporate strategic planning processes" (Pearce and Roth, 1988). A mission statement defines the purpose of the organization; it acts as the 'invisible hand' that guides people within the organization so that they can work independently and yet collectively to achieve desired levels of organization performance (Kotler et al., 1996). This suggests that the mission is the basis for internal policies and procedures. According to Bart, Bontis and Taggar (2001) a clearly written mission statements are more likely to be aligned with a firm's internal policies and systems, and better alignment is more likely to result in an effective guide for employees. (Bartkus and Glassman, 2008)
The mission and organizational alignment includes the functional effectiveness of human resource functions, the involvement and alignment of human resource with the firm's business strategy the role of the human resource functions in organizations as a business partner, and the leadership style of top management including the success in communication the firm mission(Huselid and Becker, 1997) .Huselid and Baker believes that each of mission alignment step is an integral part of an organizational context that supports and reinforces the returns from a high performance human resource system.
Bart and Baetz (1998) were the first researchers to introduce the concept of mission and organizational alignment as potentially important factors to a mission influence over employee behavior. The authors observed that the degree to which an organization aligned its structure, system and procedure with its mission represented one of the most powerful, positive and most pervasive relationships with performance in general, but especially with employee behavior. Employee attitudes are important because they are associated with vital human resource processes (Ghebregiorgis and Karsten, 2007). The degree of employee involvement in organization policies affects employee work efforts and productivity a balanced scorecard provides the valuable information about measuring the employee's performance.
In balance score card Kaplan and Norton recommend that managers gather information from four important perspectives, the first one is Customers perspective, second one is internal business perspective, and the third one is innovation and learning perspective and the last one is the financial perspective of employee performance. The customer's perspective helps the managers to know either their organization is satisfying customer needs. The internal business perspective helps to focus on those critical internal operations that enable employees to satisfy customer needs. The innovation and learning perspective helps to identify the organization's ability to innovate, improve, and learn directly from its values as an organization. In financial perspective the private sector organizations measures have typically focused on profit and market share. An essential aspect of the BSC is the articulation of linkages between performance measures and strategic objectives (Banker et al., 2001).
3.3 Indentify literature gap(s) pertaining to the topic under study
Missions typically include clear references to financial performance, environmental responsibility, employee respect, and excellence in customer service, too often it is only financial performance that gets measured and managed while the other equally important parts of the mission get lost in noble words (Desmidt, Prinzie and Decramer, 2011). In other words, there is a gap between what the mission says and what people in the organization believe is management's real message. This gap is a result of the lack of alignment among the managerial tools of policies, procedures, and practices with the mission. This lack of alignment confuses everyone about what the mission really is as they try to implement it (Crotts et al., 2005).
Hall (2002) presents that employee performance is based on the critical knowledge and learning within an organization. To be measured core competencies and skills needed to deliver products and services at high level of quality must be identified by the organizational mission and policies. Employee performance is also recognizes that the real value added to an organization is the employee's ability to use knowledge to solve problems related to delivery of services and products to the customer. Aligning the organizational mission will help the management to improve their performance as by revisiting the policies related to employees. This will help them in better way to overcome their weaknesses and perform according to the organizational needs and requirements (Hall, 2002).
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Bart and Bontis (2003) suggest that employees and their boards appear to be relatively aware of their organization's mission. Only a small percentage of employees indicated that there was "somewhat aware" of the mission and very few stated that there was no awareness at all. Nevertheless, for the most part, there were still a large number of employees who were not highly or fully aware of their Organization's mission. Employees "know, understand and remember the mission "this is an important and significant contributor to having individuals throughout the organization commit to it. The more aware the employees are of their organization's mission, the greater their organizational members commitment to it will be. Moreover, employee's awareness of the mission is equivalent in terms of management's awareness of the mission and management's involvement with the mission's development.
3.4 Critical analysis of the literature
When organizational recruitment, rewards and information systems are aligned with the specific components in a mission statement they serve to reinforce for employees the message in the mission. This is because a high degree of organizational mission alignment tightens the focuses and priorities and makes clear the direction in which an organization is headed (Bart and Baetz, 1998).Strong (1997) stated that 35% of all organizations incorporate this stakeholder group in their mission, thus acknowledging employees as instrumental to the achievement of organization strategic goals. Alavi and Karami (2009) states that there are two principal benefits of having a mission alignment ,first is the better staff motivation towards achieving a common organizational purpose, or sense of mission and second is a more focused/improved allocation of organizational resources.
The study by Crotts el at., (2005) shows the linkage between organizational mission and financial performance founded that the degree to which an organization aligns its internal structure, policies, and procedures with its mission was positively associated with employee behavior which had the most direct relationship with financial performance. Mission statements are intended to motivate (and in so doing, control) the behavior of organizational members towards common organizational goals (Bart el al., 2001).
Al-Anzi (2009) presented the key factors that affect employees' productivity and performance fall into two categories. First those factors that are driven by procedures, protocols and management requirements and secondly those factors that arise from premises, office or factory design. Employees have always been a dominant component of mission statements, demonstrating the organization's attitude and commitment to employee's development (Strong, 1997).
4. Theoretical Framework:
Job Description t1 t2 t3
Mission Alignment Process
4.1 Research Framework Justifications:
4.1.1 Independent Variables
In our purposed study our independent variables are Mission alignment process and Organizational Communication. As mission alignment process is the complete process so it has further six dimensions like defining the outcomes of process ,identify key policies that cue the employee performance, to check whether or not key policies included in mission, conduct a policy audit, fix and align anything which is not aligned and comparing the research results.
4.1.2 Dependent Variable
Employee performance is our dependent variable as our major research focus will be on it. Employee performance also had different dimensions to measure the performance of employees like Balance score card and its different elements includes customers perspective of employees performance, internal business perspective , innovation and learning perspective of employees and the financial perspective of employees performance.
4.1.3 Moderating Variable
In our purposed study our moderating variable will be Job description, as it is influencing the relationship between mission alignment process and employee description and its relationship is also time bound. We had denoted its time bound relationship with t1, t2 and t3.
4.1.4 Intervening Variable
Organizational communication is also playing a role of intervening variable in our study. It has a dual role in our study and affecting the employee performance both directly and indirectly.
H1 if the mission is aligned with job description, then the employee performance will increase
H2 if there is a greater level of communication within organization, then the employee performance will increase.
H3 if the mission alignment process is well communicated, then the employee performance will increase.
5.1 Sample Selection:
Our focus of research will be banking sector. We will collect data from different branches of the commercial banks.
5.2 Population frame:
Our focused area of study is banking sector of Pakistan. Almost every bank has branches in Rawalpindi and Islamabad, so our focused zone is Rawalpindi and Islamabad branches of different commercial banks.
5.3 Type of Study:
Our type study is theory testing. We will test the mission alignment audit process effects on banking employee's performance.
5.4 Time Horizon:
We are supposed to complete our research article till last week of our current semester.
5.5 Researcher's strength:
We have easy access to data. To analyze the quantitative data we have such a useful tool SPSS. Our instructor Dr. Bakhtiar will also guide us in the whole process of research.
5.6 Instrument Selection
We will collect data from banking employees in form questioners based on our theoretical framework.
5.7 Proposed data analysis techniques
We will use different data analysis techniques of SPSS like regression analysis and co-relation analysis etc...
6. Schedule of Research
6.1 Research Completion time (GANTT Chart)
Learn Basic knowledge about Research Methods
Problem Statement Submission
Read the Literature
Draft Literature Review
Update Literature Review
Draft the Research proposal
Draft the Research Methodology
Pilot Testing and revise questionnaires
Analyze data and write findings
Submit to tutor and wait for feedback
Update the research Article and Submit