Incompetency of Top Management
One of the major barrier that creates distressing climate and affects employee`s performance negatively is the incompetency of the leaders (Top Management) in implementing the performance management system due to lack of appropriate knowledge, attitudes and skills and leadership styles of managers(Kane, Crawford and Grant, 1999, 488-515).
Dyer and Holder (1998, pg 37) have affirmed that top management is so influential that it can work against the adoption of Human Resources policies. Top management are usually more concerned with their personal status, power and control rather than about the factual needs of the organisation, where they give low priority to the human resources management issues. Due to ineffective …show more content…
Training needs hinder the workforce in the accomplishment of their job responsibilities and also prevent an organisation from achieving its set objectives. There is usually a mismatch between predictable times for implementation, which is taken into account during strategy formulation stage and the actual time needed it takes to complete the execution of the strategy (Al-Ghamdi, 1998).Thus, the aim of training needs analysis should ensure that training deals with existing problems, is custom-made to organisational objectives, and is conveyed in a cost-efficient and effective …show more content…
In addition to the organisation decision making process, a clear constitution of responsibilities is an asset and this can be achieved through management control. Merchant and Van Der Stede (2007) agrees that management control is a significant function in an organisation. Absence of management control could result to large financial loses, reputational damage and even to decline in organizational life-cycle. Consequently, both strategic and management control is essential to keep strategy achievement in its right course. Furthermore, several practical tools are identified which are helpful while implementing strategy, for example assessment meetings, balanced scorecard and supportive software solutions. (Kaplan & Norton 1992, 69-79; 2008, 251-278)
The balanced scorecard, introduced by Kaplan and Norton (1996, 8-18), is a tool used in order to overcome gaps in measuring success when executing the strategy. Kaplan and Norton (1996, 15-18) also provide simple clarification on a balanced scorecard where balance scorecard is a set of measures that gives top managers a fast but comprehensive view of the business action. A balanced scorecard is a strategic planning and management system used to align business activities to the vision and the strategy of the organisation by monitoring, controlling performance against strategic
One of the major barrier that creates distressing climate and affects employee`s performance negatively is the incompetency of the leaders (Top Management) in implementing the performance management system due to lack of appropriate knowledge, attitudes and skills and leadership styles of managers(Kane, Crawford and Grant, 1999, 488-515).
Dyer and Holder (1998, pg 37) have affirmed that top management is so influential that it can work against the adoption of Human Resources policies. Top management are usually more concerned with their personal status, power and control rather than about the factual needs of the organisation, where they give low priority to the human resources management issues. Due to ineffective …show more content…
Training needs hinder the workforce in the accomplishment of their job responsibilities and also prevent an organisation from achieving its set objectives. There is usually a mismatch between predictable times for implementation, which is taken into account during strategy formulation stage and the actual time needed it takes to complete the execution of the strategy (Al-Ghamdi, 1998).Thus, the aim of training needs analysis should ensure that training deals with existing problems, is custom-made to organisational objectives, and is conveyed in a cost-efficient and effective …show more content…
In addition to the organisation decision making process, a clear constitution of responsibilities is an asset and this can be achieved through management control. Merchant and Van Der Stede (2007) agrees that management control is a significant function in an organisation. Absence of management control could result to large financial loses, reputational damage and even to decline in organizational life-cycle. Consequently, both strategic and management control is essential to keep strategy achievement in its right course. Furthermore, several practical tools are identified which are helpful while implementing strategy, for example assessment meetings, balanced scorecard and supportive software solutions. (Kaplan & Norton 1992, 69-79; 2008, 251-278)
The balanced scorecard, introduced by Kaplan and Norton (1996, 8-18), is a tool used in order to overcome gaps in measuring success when executing the strategy. Kaplan and Norton (1996, 15-18) also provide simple clarification on a balanced scorecard where balance scorecard is a set of measures that gives top managers a fast but comprehensive view of the business action. A balanced scorecard is a strategic planning and management system used to align business activities to the vision and the strategy of the organisation by monitoring, controlling performance against strategic