The Organizational Performance And Business Development Commerce Essay

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Human resources play an extremely important role in the contemporary business environment because they affect consistently the organizational performance and business development. In this regard, human resources have a particularly significant impact on the organizational culture and interpersonal relationships within the organization. Human resources are particularly significant for computer consultant business because high tech companies need well-qualified professionals, who can work together effectively and who can form effective and reliable teams to maintain a steady business development. On the other hand, to maximize the effectiveness of human resources the company needs to conduct the accurate and efficient measurement to assess and evaluate the performance of employees and the entire organization. Therefore, the elaboration of the measurement system is crucial for the overall success of human resource management and for the development of healthy organizational culture. In this regard, my organization has already developed and communicated the measurement system, which allows both managers and employees to assess adequately their performance and the quality of human resource management at large.

First of all, it is important to place emphasis on the fact that human resource management affects the computer consultant business consistently because human resources comprise an important asset of the organization. In this regard, it is worth mentioning the fact that human resources can generate new knowledge and introduce innovations, which, in their turn, can accelerate business development and attract new customers. As a result, the company can succeed and grow steadily. In actuality, traditional marketing techniques are limited and they cannot maintain the ongoing growth of the company and its business development. Instead, the company reaches the point, when it has to turn to its human resources to accelerate its business development. What is meant here is the fact that the quality of products and services delivered to customers depends, to a significant extent, on human resources, their qualification and communication skills with the help of which they can establish positive company-customer relationships. Positive company-customer relationships contribute to the customer loyalty, whereas the high quality of products and services delivered to customers by employees leads to the high customer satisfaction. The customer loyalty and customer satisfaction are crucial for the company's success in the market and for positive organizational performance.

Furthermore, the company has developed extensive training skills in human resource management (Kotter, 81). To put it more precisely, the company focuses on the use of knowledge sharing management, which is an effective technique that helps the company to train its employees and to improve their qualification in the course of the regular work of employees. In such a way, the company pays a lot of attention to the development of its human resources and to the maintenance of their high qualification level and its improvement.

At the same time, the company attempts to communicate its strategic goals and vision to its employees to motivate them work better and to understand where the company is actually moving to. Communication skills are crucial for the effective human resource management because they help managers to develop positive interpersonal relationships with employees that help them to avoid conflicts and pitfalls associated with problems in interpersonal relationships between managers and employees. In such a way, the company has become a sort of team, where each member knows his or her functions and strategic goals of the company that is very important for the business success and steady business development.

On the other hand, the effective human resource management is impossible without control and monitoring of human resource performance. The latter implies that the company has to monitor the performance of its employees but, to meet this goal, the company needs an efficient measurement system. For this purpose, company's human resource professionals have developed and communicated measurement system based on the balanced scorecards approach. In fact, this system has already proved its efficiency and reliability because it has been implemented for seven consecutive years and the company has gained positive outcomes of this measurement system. The balanced scorecard approach provides the company with ample opportunities to conduct not only quantitative measurements of employees' performance as well as organizational performance, but also qualitative measurements of both employees and organizational performance (Clarke, 16). As a result, the company obtains reliable results and it can compare the performance of employees and its evolution in the course of time. In this regard, the employees' performance and organizational performance tend to a steady improvement.

However, the development and communication of the measurement system based on the balanced scorecards approach raised certain difficulties human resource professionals working in the company had to overcome. First of all, they have to develop the major criteria for the assessment of the employees' performance. For this purpose, human resource professionals used both quantitative criteria, such as the volume of sales, and qualitative criteria, such as the return or refund rate. Moreover, human resource professionals involved not only employees but also managers and customers in the measurement of the employees' performance. In such a way, the company obtained reliable results in regard to its employees' performance.

At the same time, the company had to communicate the measurement system to its employees, managers and customers. They were conscious of the importance of the measurement system because the measurement system affected the position of employees in the company and their further professional development. Human resource professionals provided employees with detailed information on criteria of the assessment of their performance, along with the detailed information on the company's requirements to its employees, its strategic goals and vision of company-customer relationships. In such a way, employees were aware of the criteria of the assessment of their work and what the company expected from their work (Hart, 113). As a result, they can develop their own strategy how to work better to meet the company's requirements and to gain a possibly better assessment of their performance. Therefore, this system motivated employees to work better and made them aware of the importance of their good performance and positive relationships with customers.

Thus, the company has proved to be quite successful in the development of its human resource management and measurement system. The measurement system of the company is based on the balanced scorecards approach, which involves managers, employees and customers into the measurement and assessment of employees' performance. At the same time, human resource professionals communicated the measurement system to employees working in the company in details that facilitated the perception of the new measurement system by employees. As a result, the company can benefit from the accurate and adequate measurement of its employees performance and assess the organizational performance as well. In such a way, the company attempts to maximize the effectiveness of its human resource management.