Performance Management Platform - a Pivotal Foundation for Breakthrough Performance
Performance Management Platform – A Pivotal Foundation for Breakthrough Performance
Ravee Ramamoothie
University of Liverpool
Abstract
Strategy execution is a topic of practical importance and its success depends on how an organization integrates and aligns the business units and the employee performance to the strategic goals of the organization. However, many organizations find that their strategic goals realization is not optimized.
One of the key issues is that the strategy and the performance goals of an organization are often disconnected with the performance management platform, a function of the strategic HR in managing employee performance.
Ramamoothie (2012) conducted a case study based research on how a performance management program is closely aligned to organizational strategy and performance. The purpose of the dissertation is to identify how a performance management program can be linked to organizational strategy and firm performance. Elements such as the enablers of alignment, if the model applied differs in companies of different scale, the application of goal setting, expectancy models and the reward systems are investigated to provide insights of the key success factors in implementing a performance management initiative. Case studies of two organizations of different scales in
Asia, a large telecommunications company (LTC) and a mid-sized securities firm (MSF) were conducted and the findings were published as a dissertation paper in University of Liverpool, United Kingdom by Ramamoothie (2012).
Both the organizations recently implemented organization wide performance management initiative. Based on these studies, the findings indicate that a few key enablers are critical for the successful implementation of a performance management initiative that aligns the organizational strategy and performance goals. These enablers are identified and validated against a contemporary management model presented by Kaplan and
Ravee Ramamoothie
University of Liverpool
Abstract
Strategy execution is a topic of practical importance and its success depends on how an organization integrates and aligns the business units and the employee performance to the strategic goals of the organization. However, many organizations find that their strategic goals realization is not optimized.
One of the key issues is that the strategy and the performance goals of an organization are often disconnected with the performance management platform, a function of the strategic HR in managing employee performance.
Ramamoothie (2012) conducted a case study based research on how a performance management program is closely aligned to organizational strategy and performance. The purpose of the dissertation is to identify how a performance management program can be linked to organizational strategy and firm performance. Elements such as the enablers of alignment, if the model applied differs in companies of different scale, the application of goal setting, expectancy models and the reward systems are investigated to provide insights of the key success factors in implementing a performance management initiative. Case studies of two organizations of different scales in
Asia, a large telecommunications company (LTC) and a mid-sized securities firm (MSF) were conducted and the findings were published as a dissertation paper in University of Liverpool, United Kingdom by Ramamoothie (2012).
Both the organizations recently implemented organization wide performance management initiative. Based on these studies, the findings indicate that a few key enablers are critical for the successful implementation of a performance management initiative that aligns the organizational strategy and performance goals. These enablers are identified and validated against a contemporary management model presented by Kaplan and
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