Hrm/531 Performance Management Plan Paper

Performance Management Plan
Human Capital Management/531
June 17, 2013
Dr. Catherine Burr
Performance Management Plan
“Talent now gravitates to an organization that is flexible, has strong values and a robust performance ethic (Bhal, 2002).” In any organization no matter the size performance management is a critical element in regards to the human element that is the foundation of the organization. In order to effectively place, manage, and develop personnel a performance management plan is an essential part of the development process. In accordance with the previous recommendations for the Bollman Hotel’s planned expansion into India, the following information will be in regards to the alignment, job analysis, measurement, philosophy, and feedback of a recommended performance management plan.
Alignment
According to Bhal, many of the organizations in the India market have not focused on the human resource aspect of the business module (Bhal, 2002, p. 141). This has left a hard task to overcome for those companies looking to expand into the area. India has seen the need for a transformation in the Human Resource department, in terms of their treatment and beliefs in the management of their personnel. According to Amba-Rao, Petrick, Gupta, and Von der Embse there are four major areas that are said to be
under renovation (Amba-Rao, Petrick, Gupta, & Von der Embse, 2000, p. 61). The four areas are listed as: first, “high performance work systems have been shown to be crucial to sustaining global competiveness and they rely upon objective, adequate PA processes”, second “the productivity of work cultures in Indian organizations is jeopardized by employee PA practices that appear biased, ad hoc and non-integrated into a globally competitive HRM system, third “Indian managers have been criticized for not involving employees in the PA process”, and lastly “ managerial values that are national culture-based, organizational culture-based and firm ownership-based can enhance or inhibit individual and organizational performance satisfaction” (Amba-Rao, Petrick, Gupta, & Von der Embse, 2000, p. 61). These are the misconceptions and obstacles of that must be overcome for any organization venturing into India.
Organizational Performance Philosophy Company philosophy must integrate the Indian culture as the expansion of the Bollman Hotel expands. According to Amba-Rao, Petrick, Gupta, and Von der Embse, studies have shown a low expectation of Indian workers as it relates to empowerment, effiecency, and development (Amba-Rao, Petrick, Gupta, & Von der Embse, 2000, p. 65). This should be a strong focal point as Bollman looks into the expansion into this country. By ensuring that all of the employees feel they are valued and entrisical to the operations and success of the organization it will help the overall morale of the organization. As described by Cascio the treatment and philosophy of that employees ascribe to an organization is called employee relations (Cascio, 2010, p. 548). These are essential considerations in the development of the performance plan for the expansion of the Bollman Hotel.
Job Analysis In the HRM field job analysis is defined by Cascio as “the process of obtaining and information about jobs” (Cascio W. , 2010, p. 163). In order to properly define a skill or job needed in the new market you must first look at the attributes and skill sets desired for each job function. Employees are the foundation of the organization and to develop and establish a good employee brand is an essential function of any organization. This task will not be a daunting task for the already prevalent Bollman Hotel. However, there will be a need for fine tuning and aligning the merging culture and socio-economics with the current Bollman brand.
Measurement Procedures Cascio describes a performance management plan as a form of compass for the employee and employer (Cascio W. , 2010, p. 330). In establishing and assessing performance there must be established goals for each employee and an established measurement of each goal for that employee. In the instance of the Bollman Hotel, set measurements could be established based upon customer complaints per 10 customers for example. Another measurement could be the number of return business clients per quarter.
Skill Gaps and Delivering Performance Feedback By establishing a firm expectancy and goals for each employee and defined job descriptions this will help to ensure a quality performance plan. India employee pool is looking for an organization that will promote from within and place an emphasis on the development of each employee. The assessments need to be a formal integration into the policies and performance system in order to avoid skill gaps and performance gaps. A strong training, coaching, and integration process is essential to ensuring each employee is aware of their expectations and receive proper training for each desired job function (Bhal, 2002). In the Indian culture by making biased decisions and not giving a fair appraisal to each employee with the necessary feedback is a critical mistake that has plagued the Indian human resource arena (Amba-Rao, Petrick, Gupta, & Von der Embse, 2000). India has seen a strong acceptance of open discussion in terms of feedback from employees during appraisals. This will help to foster a rapport a mutual understanding of expectations and goals listed for each employee. This also gives the manager the opportunity to establish a form of relationship with the employees and allows for a free flow of information up and down the chain of command. However, by doing this the manager need to ensure that the respect and communication is respectful and mutually beneficial (Bhal, 2002). Cascio has listed some useful feedback methodologies.
The goal of each appraisal feedback session should look to improve and provide the employee with valuable information needed to advance and excel within the organization (Cascio W. , 2010, p. 341). Appraisals are also in compliance with the Labor Relation Laws of India and the documentation required to terminate an employee if need be. The use of comparisons or ranking systems may be a negative reinforcement system in terms of feedback per the India cultural and socio-economic systems in place (Bhal, 2002). This will also add to the divide of the cultural systems currently in
place.
Conclusion
In essence a formal and detailed performance management system is essential to building a strong foundation for Bollman Hotel’s to flourish and thrive. In knowing the driving force behind the culture and what problems lay in waiting that could be the potential downfall of the hotel. By having strong communication and a good feedback system in place it will ensure that to break the stereotypical human resource conceptions and establish a strong foundation work force for Bollman.

References
Amba-Rao, S. C., Petrick, J., Gupta, J. N., & Von der Embse, T. J. (2000). Comparative performance appraisal practices and management values among foreign and domestic firms in India. Int. J. of Human Resource Management, 11(1), 60-89.
Bhal, K. (2002). Perceived Role of Human Resource Management in Indian Organizations: An Empirical Study 1. Global Business Review , 3(139), 139-152.
Cascio, W. (2010). Managing Human Resources. New York: McGraw-Hill Companies .
Cascio, W. F. (2010). Chapter 14 Procedural Justice and Ethics in Employee Relations. In W. F. Cascio, & 8th (Ed.), Managing Human Resources (pp. 546-575). New York, NY: McGraw-Hill Companies.