Effective Performance Management System

When an individual's personal goals are at stake and are not aligned with the organization goals there can be situation of conflict between individual and organization and the individual may had to fight for his personal goals, creating a conflict situation that will hamper success of the project (Janie Sullivan). Another conflict that according to my experience can happen in the organization is of not having Enough Resources. Resource scarcity, time and material can cause teams to undercut, leading to conflict between departments or other work groups. Valuable resources need to be protected, as well as distributed fairly among all the groups. Starting out a project with a clear picture of the resources available will help waylay some of this conflict.

A major downfall of the idea lens is adaptive tension. High level of control is likely to reduce ideas from employees. The more intensive the top down control is the less probability of innovation. Innovation emerges when there are adequate orders to make things happen but not when there is rigidity of control as to prevent such innovation. Additionally, ideas formulated are not of fully formed, but rather imperfect and prone to errors.

As research shows, the significance of workplace learning interventions is not a universal through in the HRM world: there are still instances where companies perceive On the Job Training as a waste of funding (Jacobs, 2003). Such managers claim that employees must bring necessary skills with them, and it is not a task of the company to complete the employees’ education. As a result, companies often deprive themselves of the benefits of the training because they are not ready to spend first. Thus, another challenge to the implementation of On the Job Training is organizational resistance and reluctance of the responsible managers to introduce new things to their operations (Jacobs, 2003). Accordingly, the general challenges of On the Job Training include either (1) willingness to conduct such training but lack of needed resources, or (2) reluctance to acknowledge the training even though resources for it are provided.

Humans are resistant to change and that is the biggest challenge organisations will face when implementing programs. Globalisation has greatly changed the workplace, employees face the challenge of having to interact with customers from multiple nationalities and differing norms and customs (Pall & Buzzanell). This can be taxing on an individual’s resources, as the emotional labour of constantly having to adapt can be exhausting. Globalisation requires employees to travel and this can tax individual resources. The JDC, JDCS, COR and the ERI all assume universality, thereby assuming employees will respond in a similar way as predicted by their model, despite the varying contexts (Ashill et al., 2009).

Stress brought about by employees not knowing their parts might be evaded by keeping workers educated about what is going ahead in the firm and including workers in the way work is done. It is important to furnish officials with a composed articulation of vocation particulars and to give workers clear sets of responsibilities. Additionally, the change needs to be overseen successfully, or it can prompt instability and shakiness. On the occasion of a change, the directors ought to arrange ahead so changes could be signposted, and administrators and workers are ready. The administration can counsel with employees about prospective changes, so they have a right center and cooperate with you to tackle issues (Anderson et al.,

Non-monetary incentives address these higher order needs, rather than any basic needs such as food and shelter. If it is awarded as an appreciation of a contribution, a tangible non-monetary incentive will remind the employees of their performance and recognition for it, filling the needs for self-esteem and it will create esteem in the eyes of co-workers, family, and friends. It will satisfy employees’ recognition and respect needs. On the other hand, as it is mentioned in the section discussing benefits of non-monetary incentives over cash, it is not easy to brag about the cash incentives,

The main operational of teamwork is have a good relationship because if don't have is an effect to stop working and development can not successful. The next main is same goal together for work. and then structure of team is behavior system the pattern of practice of agreement among members All members of the group must agree and Compliance by it as well Group members have a duty to work together.Teamwork is a major incentive to

The psychological contract develops and evolves constantly based on communication, or lack thereof, between the employee and the employer. Promises over promotion or salary increases, for example, may form part of the psychological contract. Managing expectations is a key behaviour for employers so that they do not accidentally give employees the wrong perception of action which then does not materialise. Employees should also manage expectations so that, for example, difficult situations or adverse personal circumstances that affect productivity are not seen by management as deviant. Perceived breaches of the psychological contract can severely damage the relationship between employer and employee, leading to disengagement, reduced productivity and in some cases workplace deviance.

Therefore there is a need to acquire emotional intelligence which will enable the leader to manage relationships. Leaders have the ability to create an environment for its followers to perform to the best of their ability. The other predicament at Transnet could be possible that managers are seen as leaders and therefore wearing two hats at the same time. That will amount to two roles being performed at the same time and that is why there is a high level of stress on these individuals who perform both the functions of being a leader and manager at the same. This has an impact on poor or failure to lead or manage.

Because of this, I did not care much for what they said or what they wanted ot eventheir ideas simply because I did not like them. I have since developed the ability to work with people that I do not care for personally. As leaders, we need to leave our emotions at the door so we can be non biased and make the right decisions for the business while maintaining impartially. Breaking down barriers is an invaluable skill that once learned, should be even shared with those around us. One should always make an effort to look at the other persons perspective and to ask questions until satisfied.