According to Boudreau and colleagues, a model of efficiency metric will measures the cost of work-life balance programs to determine the return on investment (ROI). While that is an indicator of how work-life balance programs affect the capacity and actions of employees in targeted talent pools, the other type of measurement concentrates on the real impact of work-life balance programs on organisational performance by measuring the value added to the organisation by a work-life balance program (Bardoel et al. 2008, p. 243). There are several key factors to be considered in measuring ROI of WLB programs, such as audience, culture, designing the data collection process, integrating findings and making projections and identifying the company’s primary goals. Recommended by Lockwood (2003, p. 6-7), the best five keys areas to consider in term of performance measurement are employee time saved; employee retention; increased motivation and productivity; absenteeism; and decreased health care costs and stress-related illnesses.
It is important to know what factors are likely to influence the employees’ satisfaction with respect to their work and make them engage in the organization. There is a need to investigate whether there is an effect of performance management on employee satisfaction. 1.1 Background of the study In recent times, establishing an effective performance
According to Barksdale and Darden(1971),it stated that the customer focus represent on identifying the customers’ needs and satisfying them in meeting the organizational goal. It is one of the marketing strategy as it would help in achieving a better success for the consumers. Therefore, the process of linking this strategy to the customer could be divided into two steps: (a) identifying the core process, defining the key outputs of these processes, and defining how much cost or profits could be reduced or increased; (b) identifying and defining the customer needs, requirements, and expectation (Banuelas and Antony, 2002 cited by Tritos, 2005). Therefore, we need to build up relationship with them in order to know what they want and able to satisfy their needs. The construct of customer focus is a staple of relationship marketing, which refers to “the process of identifying and establishing, maintaining, enhancing, and when necessary terminating relationships with customers and other stakeholders”(Gronroos, 2004 cited by Augustine, 2011).
It will help determine the potential of current employees for future promotion. Performance appraisal gives a chance for two-way feedback between the manager and an employee. The manager can pass on feedback in relation to their performance at work and the employee can discuss their passion within the organisation or any concerns that they might have. An important purpose of performance appraisal is documentation. Any results from a performance appraisal are combined with the employee’s personal file after been signed by the employee and the manager.
For example, Obeidat (2012) and others in the theoretical literature found that the functions re-design is estimated to provide HRM with a better opportunity to impact on strategic decisions in order to eventually improve organisational performance. These functions are: human resource planning, staff development and regulatory compliance, benefits administration, performance appraisal, and recruitment and selection. HRM practices affect the employees’ skills by focusing on development capital in the company, and through recruitment procedures which can secure a large group of qualified applicants for a job. When able to provide employees of the highest calibre, HRM will have an influence on the quality of work and the skills of the employees in action. The provision of formal training and informal employees will improve the quality of the work submitted and will increase the employees’ work experience, and therefore increase capital and further influence employees and development (Huselid, 1995).
Performance improvement is founded on the concept of improving human performance by systemic approach at the individual, process and organisational levels. It involves consideration of various elements that impact the individual performance such as the job description, performance expectations, feedback on performance, supportive environment, and knowledge and skills required as technical competencies to do the job. With relevance to the impact of accreditation process and how the organization can make the best of it, performance improvement also involves two important aspects which are delineated in this book: motivation and empowerment of employees to perform to expectations the working environment organized support, in terms of strategic direction, aligned personal goals to the organization goals, organisational structure, leadership and management organisational
It is concerned with collaboration between parties (for example openness, exchange of information and examination of differences) to reach an acceptable solution to both parties (Rahim & Magner, 1995). Thomas and Kilmann (1974) labeled this style as a collaborating mode. Collaborating mode refers to the ability of the manager to work with his or her employee to find a solution that fully satisfies the concerns of both. Collaborating between two persons might take the form of exploring a disagreement to learn from each other’s insight, with the goal of resolving some condition that would otherwise have them competing for resources, or confronting and trying to find a creative solution to an interpersonal problem (Thomas & Kilmann, 1974). 18.104.22.168 Obliging Style Obliging styles involve low concern for self.
1.0 INTRODUCTION According to Griffin, staff appraisal system contributes in helping the managers to evaluate the staff’s performance. The objective of this system is to develop a fair system to measure the staff’s attitude and responsibilities in fulfill the demand of the department. Promotion is also one of the reasons why Information System Department (ISD) needs to evaluate employee’s performance. The employee appraisal system will also help to improve the staff’s performance and boost their motivations. The purpose of performance appraisal system is to become an effective tool that will improve the performance and the productivity of the staffs as well as to fulfill the vision and mission of ISD.
Another word for managerial accounting is management accounting which means the process of identifying, measuring, analysing, interpreting, and communicating information in pursuit of an organisation 's goals (ezinearticles.com, 2006). Kulangara (2014) mentioned that a manager can start adding value by helping the team by providing guidance and by providing reports to help measure key items of the organization 's performance. It means that by providing a relevant and accurate reports will definitely assist in the decision making process and also displays the impact on the decision they decide. While organisation refers to a social unit of people that is structured and managed to meet a need or to pursue collective goals (BusinessDictionary.com, 2015). So that, in other words, to what extent does managerial accounting add value to an organization can refer to on how does by preparing the managerial accounting report can provide an accurate and reliable data that can help manager to organise the organisation entirely and therefore supporting them in the decision making
Put these together, will create a positive impact on the organization’s overall efficiency and thus, its bottom line. The causal linkage between HRM and organizational performance will help HR managers to design various training and development programmes linked to the needs of the business that will bring forth better operational results. Through examples from many academic researches, the inference is that the way an organization manages its HR has a convincing connection with the organization’s performance. The underlying basis for HRM-firm performance relationship focuses particularly on the