2.2: Identifying, Analysing And Evaluating Performance Objectives At Individual Level

2.2: Identifying, analysing and evaluating performance objectives at individual level
As mentioned above the individual objectives must coincide with the team objectives. In addition to that, an individual employee needs to have the clearer and achievable goals that is, SMART (Specific, Measurable, Achievable, Result oriented and Time bound) performance objectives for enhancing the performance (Alvord, 2012) Loke and Lathom in their goal setting theory emphasize on the fact that, an employee needs to make persistent efforts and have knowledge or ability to achieve the set objectives (Mumford & Frese, 2015). At Steel Co., team leader do not have a knowledge of the role or knowledge of carrying out the leadership role. Therefore, the team leaders
. In addition to this the objective must be challenging to give the employees chance of growth. However, the objectives determined for employees are of average difficulty, so that high performing employees easily attain those and low performing employees and attain goals with some efforts (Goerg, 2015). This is because, even though the positive change introduced in the organization, it may impact negatively. For example, in the 1960’s Ford motor company was losing its business to companies who were selling small and fuel efficient cars. So, the Ford CEO set the objective of producing a fuel efficient car by 1970. It burdened the employees to work and wave some important safety checks in a bid to achieve individual goals to meet the objective. As a result, Ford pinto came in the market for sale without proper safety checks and design mistakes, which led the company to the lawsuits by customers and customers losing lives over igniting cars (Goerg, 2015). However in the case of Steel Co. the individual goals set might be too low to be challenging because even though almost all the employees are getting performance linked bonus and yet the performance is the
Therefore, the employees would be reluctant to respond to the new improved system. In addition to this, according to the new system, managers and superiors are supposed to be having more formal communication with individual employees about his performance and designing career plan for employees with every employee. Some superiors and managers may think that this, is a tedious responsibility and unnecessary waste of time. This is because talent management is not given much importance by senior and middle management as they think there are other pressing issues more important than talent management (Scullion & Collings, 2011). In addition to this, the team leaders in the Steel Co. still do not have clear idea about role and responsibility of the designation. This will make it difficult to implement the new talent management system. However, these barriers can be resolved with the help of effective communication, counselling and training and development. Management needs to have clear formal and informal communication with the managers, team leaders and superiors before implementing new talent management system, about why talent management system is implemented, what roles and responsibilities expected of employees according to their designations and what are benefits of implementing this system to the employees and to management to clear the doubts about new talent