After reading the case presented in the textbook, I would have to say that I feel as though DDI needs a new performance system to account for the structural and management process changes they are contemplating.
The term performance management is defined in an online article titled, “Performance Management- Meaning, System, and Process” as, “A much broader and complicated function of HR, as it encompasses activities such as joint goal setting, continuous progress review and frequent communication, feedback and coaching for improved performance, implementation of employee development programs and rewarding achievements.” (MSG, 2015). As DDI is deciding to engage in the redesign of their organization, they are preparing their employees, as well as themselves for some major changes that will affect each of them on a variety of different levels. Developing a new performance system will encourage the on-going process that is needed in order for DDI to implement and follow through with the structural and management process changes they are hoping for.
It was mentioned in the case study that DDI was not effectively coordinating the complexity that presented itself with the rapid growth and large demand that the …show more content…
When employees feel like they are more than simply “employees”, they may be more motivated to work with the process. Employees’ feeling as though they are in the loop and an important part of the team is an essential factor to have. It is mentioned in an online article titled, “What is the Manager Role and Responsibility in Implementing Change Within the Department”, that, “One of the manager’s roles in making changes to a department is keeping the employees informed of what’s going on. It is the manager’s responsibility to release information as necessary so employees don’t become overly anxious.” (Scott,
The term performance management is defined in an online article titled, “Performance Management- Meaning, System, and Process” as, “A much broader and complicated function of HR, as it encompasses activities such as joint goal setting, continuous progress review and frequent communication, feedback and coaching for improved performance, implementation of employee development programs and rewarding achievements.” (MSG, 2015). As DDI is deciding to engage in the redesign of their organization, they are preparing their employees, as well as themselves for some major changes that will affect each of them on a variety of different levels. Developing a new performance system will encourage the on-going process that is needed in order for DDI to implement and follow through with the structural and management process changes they are hoping for.
It was mentioned in the case study that DDI was not effectively coordinating the complexity that presented itself with the rapid growth and large demand that the …show more content…
When employees feel like they are more than simply “employees”, they may be more motivated to work with the process. Employees’ feeling as though they are in the loop and an important part of the team is an essential factor to have. It is mentioned in an online article titled, “What is the Manager Role and Responsibility in Implementing Change Within the Department”, that, “One of the manager’s roles in making changes to a department is keeping the employees informed of what’s going on. It is the manager’s responsibility to release information as necessary so employees don’t become overly anxious.” (Scott,