Job Perfomance vs Organisational Design
M5 GROUP ASSIGNMENT
QUESTION 1:
There exist a critical relationship between individual job performance, job design and organizational design. Analyse this relationship from a theoretical perspective and contrast at least two different views in this regard.
Individual job performance
Performance is based on knowledge and skills or experience. The individuals will perform well if the management takes care of the following actions:- • Proper planning • Monitoring • Evaluation and review • Coaching
The development of the strategic plan by the top management is a must because it indicates a road map for the organisation. It shows where the organisation is heading. On top of that, each and every unit or department needs to have a business plan. The development of the performance agreement is very important because it indicates the roles and responsibilities and the time it will take for each activity to be completed. Key Results Area (KRA) is developed from the strategic plan of the organization.
Motivation is a key to success of any project. In Government organisation such as the Department of Water Affairs (DWA), the performance of each and every employee is measured through the signing of the performance agreement which is reviewed quarterly, half yearly and eventually annually. At the end of the financial year (March), the quarterly reports are combined for final annual assessment. These performance agreements are based on the business plan of the component or a unit and the business plan is in alignment with the strategic plan (3 to 5 years planning cycle) of the department. The strategic plan may be short (one year plan) or medium (three years plan) or longer (five years plan and more). These plans and strategies are continually revisited and revised to suit the existing situation.
Once the individual scored too many points on annual performance, a bonus is paid to that individual and this boost morale and motivates and on
QUESTION 1:
There exist a critical relationship between individual job performance, job design and organizational design. Analyse this relationship from a theoretical perspective and contrast at least two different views in this regard.
Individual job performance
Performance is based on knowledge and skills or experience. The individuals will perform well if the management takes care of the following actions:- • Proper planning • Monitoring • Evaluation and review • Coaching
The development of the strategic plan by the top management is a must because it indicates a road map for the organisation. It shows where the organisation is heading. On top of that, each and every unit or department needs to have a business plan. The development of the performance agreement is very important because it indicates the roles and responsibilities and the time it will take for each activity to be completed. Key Results Area (KRA) is developed from the strategic plan of the organization.
Motivation is a key to success of any project. In Government organisation such as the Department of Water Affairs (DWA), the performance of each and every employee is measured through the signing of the performance agreement which is reviewed quarterly, half yearly and eventually annually. At the end of the financial year (March), the quarterly reports are combined for final annual assessment. These performance agreements are based on the business plan of the component or a unit and the business plan is in alignment with the strategic plan (3 to 5 years planning cycle) of the department. The strategic plan may be short (one year plan) or medium (three years plan) or longer (five years plan and more). These plans and strategies are continually revisited and revised to suit the existing situation.
Once the individual scored too many points on annual performance, a bonus is paid to that individual and this boost morale and motivates and on
Bibliography: 1. Clements, J.P. and Gido, J. 2006. Effective Project Management. International Student Edition, Thompson South-Western, Canada. 4. Steyn, P.G. and Schmikl E. 2006. Program Managing Organisational Transformation, Change & Performance Improvement. Unpublished beta copy, 2006.