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When
considering approaches to the nature and dimensions of performance
organization, present in the literature specialized in people management, can
be identified conceptions, which deal with equally varied aspects. The author
Minbaeva (2013,p.390) classified the types of performance results present in
research in the field of strategic management of people in four categories: a)
results at the employee level; b) results at the organization level; c)
financial results; (d) results of market value. Results at the employee level
reflect variables such as absenteeism and turnover of staff.
Organizational-level results consist, for the most part, of performance, such
as productivity, quality, and customer satisfaction. The Financial results
involve accounting measures of performance, such as profit or return on
investment(Huselid et.al, 2011,p.188). 
Finally, market value results reflect measures of the value of a company
in the stock market. In addition to these, measures of attitude and behavior of
employees can be considered, such as satisfaction, commitment, creativity, etc.(Buller
& McEvoy,2014,p.56).In the practices of measurement of performance of
people, management is used indicators such as absenteeism and turnover rates,
the number of hours of training per year per person, scores of performance
evaluations, etc. According to Delaney & Huselid ( 2013,p.969), measures at
the organizational level, such as quality of the product and service, financial
measures, and staff turnover appear to be the most popular performance
indicators in research on the relationship between people and performance.
However, it should be noted that such indicators, although quantified, do not
dimensions of people management to the performance of organizations, but only
reflect the efficiency of internal processes of people management. That is, the
measure the effectiveness of management subsystems and not the effectiveness of
people management practices in relation to goals of the organization (Huselid
et.al, 2011,p.188).  The categorization
of the results of effectiveness of management is of significant importance on
the link between people management practices and their performance, due to two
aspects according to Minbaeva (2013,p.390): a) some results, such as results of
people management, are closer to people management practices than other
outcomes; b) the impact that management practices have on the most distal
organizational results impact on the most immediate results from the point of
origin. Thus, to capture the impact of people management practices on, for example,
the profitability of an organization, it is necessary to understand how such
practices impact proximal outcomes and distal outcomes in the organization
(Buller & McEvoy,2014,p.56).

It
is noted, however, that both performance indicators and practices of the
results, do not allow us to understand the complete nature of performance.
According to Park & Shaw (2013,p.66), the discussion about what is, in
fact, the performance must start from the consideration of two presuppositions
that are, directly or indirectly, associated with the idea of ??performance in
people management. The first is the assumption of sustainability or survival of
the organization. Such presupposes that organizations can maintain, or create
sustainability from their resources (Minbaeva,2013,p.390).Considering human
resources as the potentially powerful internal conception that fits perfectly
from the perspective of resource-based vision and shows itself as a promising
approach in evidencing the nature of organizational performance (Melton & Meier,2017,p.130).
The second assumption is that employees – or human resources – are manageable
and are also amenable to development. In other words, management practices of
people are able to (a) raise the value of human capital through the development
of (eg using skill training, job rotation, coaching, etc.) and also (b)
influence employee behavior in the desired direction.(Buller & McEvoy,2014,p.56).
Thus, people management performance is a manageable and performance-enhancing
force organizational structure. In addition to the two assumptions above, one
must also consider the particular understanding, or position on what aspects
constitute – or should be – the performance. In this sense, it is necessary to
clarify the limits of what is considered as and what aspects will be included
(Huselid et.al, 2011,p.188).In the view of authors Park & Shaw (2013,p.66),
the effectiveness of people management in the organization should be measured,
from the consideration of results related to finances and productivity levels
of employees, using technical and strategic aspects of human resources, human
resources management capacities and sales volumes and business growth. In a
study conducted with several types of organizations, Delaney & Huselid (
2013,p.969) identified a series of measurement indicators of the impact of
people management on performance indicators, which are related to the cost
conditions, percentage and rates involving recruitment, selection and
allocation of personnel, training and development of personnel, performance of
the personnel maintenance systems (salaries, benefits and recognition), the
occupational health and safety conditions and internal and external working
relationships (groups of representation of employees, unions, etc.).

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