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Performance Management Analysis [WLOs: 3, 4, and 5] [CLOs: 1, 2, and 3] The final assignment is a culmination of the previous weeks’ assignments, in which you will use all of the skills you have acquired. During the course, you have explored the importance of effective performance management, the components of effective performance management systems, the relationship of performance management to the organization’s strategic planning process, and the complexities involved in designing and implementing performance management processes. For this assignment, you will have the opportunity to conduct a performance management analysis and make recommendations to document and improve individual, team, and organizational performance based on the information presented in the ValUShop Case Study Download ValUShop Case Study. ValUShop is a for-profit cable, satellite, and broadcast television network. The case study examines the performance management issues at ValUShop. In your Performance Management Analysis Final Paper, · Analyze the current performance management system. · Evaluate why it is important to understand this information when making recommendations for improvements to the existing performance management system. · Consider current trends in human resource management, such as remote working, and electronic monitoring. · Explain the performance management system issues that resulted in performance problems. · Analyze key stakeholders that could serve as partners in an improved performance management process. · Evaluate solutions to improve the performance of individuals, groups, and the organization. (This should include, but not be limited to goal setting, performance measures, a communication plan, feedback loop, and a training program for raters.) · Evaluate the relationship between the current performance management system and the organization’s strategic goals. · Explain how technology can support the organizational performance management system. · Develop a strategy for achieving objectives of the performance management system to ensure that human resource supports the organizations goals. (Your strategy might include mentoring, executive coaching, training, performance evaluation, and/or leadership development.) · Evaluate regulatory, legal, and ethical issues that need to be considered when administering a performance management plan. The Performance Management Analysis paper, · must be drafted by following the writing center’s resource for writing a case study analysis Links to an external site.. · must be 10 to 12 double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the Writing Center Links to an external site.. · must include a separate title page with the following: · Title of paper · Student’s name · Course name and number · Instructor’s name · Date submitted · must use at least eight scholarly, peer-reviewed, and/or credible sources, in addition to the course text. · The Scholarly, Peer Reviewed, and Other Credible Sources Links to an external site. table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source for a particular assignment. · must document all sources in APA style as outlined in the Writing Center. · must include a separate references page that is formatted according to APA style. | SHRM Aligned Competencies · Critical Evaluation · Performance Management · Business Acumen · Communication · Training and Development · Metrics and Measurement of HR · Managing a Diverse Workforce ValUShop Case Study UAGC: HRM640 – Week 6: ValUShop Case Study ValUShop Case Study ValUShop is a for-profit cable, satellite, and broadcast television network, headquartered in Dallas, Texas. Mission The mission of ValUShop is to maximize sales, provide superior value to our customers, and deliver exceptional customer service while bringing high-end retail brands to customers at an unbeatable price. Vision At ValUShop, we intend to provide customers with a superior shopping experience bringing high-end brands directly to customers through cable, satellite, and broadcast television networks with easy online or phone order options. Background Five years earlier, ValUShop implemented a performance management system for all employees. The performance management system was designed for operational employees (e.g., call center operators, shipping clerks, etc.). It was also used to evaluate support staff (e.g., administrative assistants, television hosts, IT technicians, etc.) because there was no system specifically geared toward support staff. Review of the Performance Management Process As the newly hired HR Director for ValUShop, you have been tasked by the VP of HR to address the performance issues across several departments within the organization. After meeting with each department and members of the leadership team, you discover several performance problems and organizational issues. Key management challenges that were identified include poor employee performance; legal concerns related to hiring, promotion, and firing practices; and employee concerns related to inequity in pay raises and promotion, unclear expectations and goals, performance measures that frequently change, and lack of consistent communication from management. Before making any recommendations, you review HR files and have created the following list of issues that have surfaced: • A large percentage of managers did not meet deadlines to complete an annual appraisal on each employee. • There was confusion among employees and managers about what exactly needed to be completed and when. • Employees thought the appraisal process was a ‘waste of time’ and ‘unfair.’ • An HR representative thought the system was not designed appropriately for all employees. • Little attention was given to identifying training needs. Furthermore, when needs were identified, there was no follow-up with appropriate actions. • Appraisals were led by managers who had little knowledge of the employee’s job(s). • Performance meetings were a once a year, one-way process with no performance objectives established before the meeting started. • Performance review meetings are held annually with little or no documentation. • Feedback meetings are held on short notice or not at all. • Managers do not know what to talk about in one-on-one performance review meetings. • Job descriptions are out-of-date, making performance expectations ambiguous. • No documentation is recorded to support performance reviews. • Managers conducting performance reviews are not knowledgeable on the company’s expectations for delivering feedback and documenting performance. • Managers and employees are under-prepared for performance conversations. • Reviews are conducted randomly. • Manager appraisers were not matched to employees they oversee. 1 *Adapted by the UAGC Writing Center from original paper by Aimee Garten. Used by permission. What is a Case Study? A case study analysis requires you to investigate a business problem, examine the alternative solutions, and propose the most effective solution using supportive evidence. A case study should include background information on the specific topic, an analysis of the case under student showing problems or effective strategies, as well as recommendations. A case study can focus on a business or entire industry, a specific project or program, or a person. Format your paper according to your assignment instructions. The following sample includes APA-style citations and references. http://writingcenter.uagc.edu/writing-case-study-analysis 2 An Analysis of Human Resources Practices at Starbucks Coffee Company Organizations must perform at reliable and successful levels to stay in business. One indicator of organizational performance is its human resources outcomes. To be competitive in a global marketplace, a large multinational organization should manage human resources as strategically as any other division or department. Starbucks is an example of strong human resources strategy coupled with logistical planning and effective management. It serves as a strong example for all large organizations to model human resources upon. Overall Human Resources Strategies Human capital is a large investment for any organization. Management of this capital is a necessary task to ensure strong return on the investment. Human resource management requires strong strategy to effectively and efficiently achieve goals, objectives, and – in turn – better performance. The strategy, management program, and all other human resource activity are then required to determine relevant dimensions of performance and the impact on the company’s success (Cania, 2014). Starbucks, a Seattle-based global coffee company, follows a mission to “inspire and nurture the human spirit: one person, one cup, and one neighborhood at a time” (Starbucks, 2015, para. 4). The company fulfils this mission through ethical sourcing of product, environmentally friendly processes and recycling practices, and employee service in the community. After the era of Great Recession, the company launched a new motto: “Great Coffee Everywhere” and grew to include international locations and at-home products (Noe et. al, 2013). This growth also included the acquisition of the La Boulange, Seattle’s Best Coffee, Tazo, Evolution Fresh, and Teavana brands. With large competitors like The introduction of your case study should introduce the business, industry, project, or person that is represented in your study. The thesis should state the proposed solution to the problem you have determined or state the general assessment of the case being studied. Section 1: The first section of the case study should discuss the background of the organization, industry, or program. http://writingcenter.uagc.edu/introductions-conclusions http://writingcenter.uagc.edu/writing-a-thesis 3 Dunkin’ Donuts and new start-up Joyride, Starbucks is poised to be a leader in the next generation of coffee shops or be left behind as an outdated relic (Sacks, 2014). Unlike most large companies, employees of Starbucks are called “partners” and are encouraged to join young and build a career with the organization. Human resources are handled by Starbucks’ “Partner Resources Department” with 500 employees serving roles in staffing, learning and development, compensation and benefits, organizational development, and partner services (Starbucks, n.d.). Researchers Korschun et al. (2014) describe the engaged employee’s impact on the brand as follows: Employees who identify with the organization will adopt suggested workplace behaviors and be motivated to support the company’s products and brands. Yet prior research also prompts us to suggest that this effect will be mediated by the employee’s customer orientation. Identification is known to encourage behaviors that benefit the collective. Thus, the more an employee identifies with the organization, the more he or she will seek opportunities to contribute to company performance. Because serving customers’ needs is a key way that frontline employees help the company maintain and deepen relationships with those customers, such employees may view their own efforts to contribute to customer loyalty as helping drive long-term organizational success (p. 24). To remain competitive in the coffee and food-and-beverage marketplace, Starbucks needs to keep its partners happy and the public coming back for more. 4 Recruiting Practices Recruitment processes are an important part of any human resources strategy. Economic crisis, market booms, natural disasters, and other unforeseen occurrences should not send the hiring and firing process into a tailspin. Instead, organizations should have strong plans to weather any literal or metaphorical storm. Long-term vision should include anticipation of the need for new hires, job specificity, strong candidate pools, logical assessment of candidates, securing the best talent, integrating new hires, and reviewing processes for efficiency and efficacy (Fernandez-Araoz et al., 2009). Though Starbucks responded to the recent recession with slashed jobs and closed locations, later efforts focused on long-term goals and recruitment strategy. The “Starbucks College Achievement Plan” was recently launched, offering free college education through Arizona State University Online to all partners, including part-time employees (Starbucks, n.d.). Training Structure Business failures can sometimes be solved through training to develop new skills, refine efficiency, and instruct staff on new policies, procedures, and tools. Issues frequently trigger training but training efforts should always trigger business results (Castaldi, 2012). When a large mistake, error, or need for improvement arises, not every company is prepared to make improvements. As a large successful company, Starbucks has more resources available to take staff out of their daily work and place them in training sessions. Investment in training needs assessment and training sessions themselves may be daunting for small companies; however, an organization operating in more flexible environments can reap the rewards (van Eerde, Tang, & Talbot, 2008). As Sections 2-4: In the following three sections, the writer focuses on several key points or operations about the case. Here, the author ties her evaluations of the case to theories or research. What theory can you use as support to show that your case study has a problem, or is an effective practice? It isn’t enough to simply state what is working or what is not working. You need to support this with evidence from theories, experts, or