BUSM4614 Project Design for Quality: Improvement Of Organisation

The General Manager has to prepare their mind and ‘doing’ focus on the activities that are effective variably at different organisation levels (Spekle and Verbeeten 2014). Performance is affected by other roles that are dependent on the output manage and the performance of the organisation in whole. Ideas do not work until somebody do it for the organisation.

The relationships nature is emphasised by ‘relating’ the members for the role of horizontal or otherwise network-vertical (Spekle and Verbeeten 2014). The potential of the individual has a linkage with the performance, and the individual realises it the best.

Background 

The organisation that will be considered in this report is about the Australian HR Institute (AHRI) which has a national association that represent the people and human resource management (Nankervis et al. 2016). This organisation has around 20,000 members around the globe. This organisation develop the career of an individual, advance the profession of the HR, get support from the HR, are in touch with the latest development of the industry, or grow skills for HR and management for the team. In Australia, the HR sets the professional standard in AHRI through the HR certification; the HR provides training services and formal education, has business skills and people management, holds opportunities for seminars and networking and produces world-class conferences. There is excellence commends by the AHRI in practising HR across Australia about AHRI Awards. Standards being sets by the association through the qualifications of HR across the universities of Australia. They research practising people management, and the governments would develop policy and legislation was the work of the people would be affected.

Quality Definition of Performance Management Process 

Performance management begins at the hiring process where the job defined. There is a continuous evaluation for the work of the employees’ that ensure to meet or exceed the expectations.

Today, most of the organisation practice the Performance Management Process. However, 21 % of the employees, unfortunately, had agreed that Performance Management would motivate to do work in an outstanding way (Bititci, Cocca and Ates 2016). The company since want to improve the performance management that needs to create an environment for work to empower the employees to perform the best beyond the abilities that provide continuous opportunities for development also including continuous feedback and coaching. The performance management involves the goal-setting, reward and evaluation. For performance management, the employees are more profitable, creative and productive contributors. The HR professionals need to follow performance management process with effective implementation (Bloom, Sadun and Van Reenen 2015).

For industry, it is essential to start selling the products or services. Some parts of the organisation processes are essential to achieve sales goals (O’Neill, Sohal and Teng 2016). The key component for the sales and the marketing strategy of the organisation is to provide the right type of label on the products. The labelling in the product includes information about the label, link of industry regulations having the standard code of the food. The Australian’s trade measurement laws were applied to the product for sale and the need of the business (Valmohammadi and Ahmadi 2015). The organisation also offer the customer a loyalty or reward program with the incentives to buy the products or services. There are benefits and risks which help decide the customer loyalty program that suits the business.

Existing Process

Performance Management is the existing process that needs more improvement. It is an important component for developing employees. For the organisation, the employees need a comprehensive and a well-executed performance management system where the elements are incorporated for the one-to-one meeting (Chardine-Baumann and Botta-Genoulaz 2014). There would be a performance appraisal and processes that could manage the underperformance. The performances management described for the existing organisation include the remuneration, promotions, performance, terminations, and transfers and develop the needs of the organisation (Gutierrez-Gutierrez, Barrales-Molina and Kaynak 2018). The concept of performance management is much broader concept than disciplinary process or performance appraisal. There is an improvement in the performance of the individual, team, functional and organisational. The organisation has effective performance management that measures the progress that is made towards the achievement made for the business objectives (Ovidiu-Iliuta 2014). They do it through planning, monitoring, establishing, reviewing and evaluating the performance of the functional, team, organisational and individual.

Proposed Improvements 

Performance management success could be improved when it uses five key elements that are discussed below

• Setting Planning and Expectation
• Development and Improvement
• Monitoring
• Rewards and Compensation
• Periodic Rating

The performance could be improved by

1. Setting milestones: When a milestone is being set, the leadership team could achieve both goals that are personal and professional. The individual mostly has the tendency to shout for stars and establish a challenge to achieve the goals. It is a good practice to set a goals and improve the performance of the work (Sadikoglu and Olcay 2014). The main problem come in the large project as it is overwhelming. The victory could be achieve through personal and professional projects as the team could stay motivated. Setting a success metrics of an individual could be useful to analyse the goal that is helpful to keep the morale and level up the energy.
2. Prioritise, Plan and Organize: The daily schedule needs to be the plan, prioritise and organise to improve the performance of the work. Mostly large projects are break down into small tasks which establishes a due date and has a priority status. Each task would be urgent and important which need to be highly considered. Providing an estimation time for the task and keep follow up for the next day. To prioritise the task saying No become essential.
3. Stay focus to avoid distractions: Distraction is the number one enemy of productivity. It is very much needed to avoid the distraction (Gerrish 2016). Losing sight for the goals like checking out the feedback on the Facebook or YouTube channels. Continuous improvement is sustainable with a slow evolutionary process. It has consistent progress where an individual need to focus on taking one step at a time and need to complete the task that has been taken previously before the new one is started.
4. Managing Interruptions: Interruption comes in many ways and is the key to improve the performance of the work (Donate and de Pablo 2015). Interruption mostly makes the user lose their focus and the time gets wasted for the task that had previously got allocated and increased the risk that it would be late.
5. Avoid doing multitask: One should focus on one task at a time. In multi-task, the quality of work gets a compromise. It happens that most of the employees have to work on more than two tasks at the same time (Huq et al.2016). But it does not help much when things happen quite the opposite. When there is more than one task, it is good to determine which one is more important by doing the work faster with less stress and prone.
6. Avoid leaving unfinished task: It would be better to keep the record of every project that needs to be completed.
7. Make effective communication: A goal would be set a consistent communication channel could be established among the team members. Frequently the performance of the work needs to be evaluated and keeping in mind the goals and responsibilities whenever a decision is made. One should always focus on achieving better results with new and improved ways.
8. Weak spots acknowledged: There are strength and weaknesses in everything. The weak spots have been acknowledged to identify the opportunities that could be easily improved. It is challenging to get better at something that an individual is good at than improving something to which they are not satisfied with.
9. Taking a break when needed: When there are stress and levels are burn out, it increases the level to a higher rate. It is better to reach the peak for productivity, and when the limit is reached, it needs to be stopped. The level of productivity will suffer and will get even more stressed. In this vicious cycle usually, no one wants to get trapped. Some of the time should be given to professional development. Sometimes there is a need for change in the scenery, weekend and keeping the work-life balance and healthier.

Application of Quality Management tools and strategies

From the proposed improvement process of performance management was gained by the application that is to be used for effective quality management tools and strategies which are listed below:

1. Guide for Six Sigma Management: The strategy for managing a business is Six Sigma that could improve the business for operational performance where the variability and waste could be eliminated. A methodological approach was taken to eliminate the defects were the aim could be reached for six standard deviations (Jarzabkowski and Kaplan 2015). The management style is considered to restructure where the quality could be improving. The guide contains some fundamental objectives that would calculate the cost and saving of the Six Sigma Quality.
2. Template for Six Sigma: The highly structured approach of the Six Sigma made an approach that could process the improvement by following certain discipline and strategy. The business could provide a Six Sigma management style where the template is customizable for a specific need. The design could reduce the defects, improve the satisfaction of the customer and lowers the costs.
3. Guide for Total Quality Management: The set of practices consist of the Total Quality Management that was placed throughout for the company. This ensures that the organisation consistently meets or exceeds the requirements of the customer (Podaras, Antlová and Motejlek 2016). A strong focus has been placed for the TOM on the measurement of the process and their controls. The Guide of Total Quality Management provides quality management as the primary element, and it includes graphs, tools and charts to set up a program to assist the company for the quality management program.
4. Presentation of Quality Management: The employees were determined to make an approach that is needed for quality management. The staff need to be trained and educated about the new processes through which the performance could be improved (O’Neill, Sohal and Teng 2016). The Presentation of Quality Management was used to educate, and the quality that is essential and discipline were implemented that could manage the quality into the routine was daily works are done. In general, an outline has been provided through the presentation for the quality and the business needs and to follow the principles of quality management and system.
5. Job Description for Quality Manager: The responsibility is large to improve the quality for which there is a requirement for Quality Manager. Many different roles had encompassed for the job of Quality Manager were the activities of production could be managing day-to-day to train the engineers and operators for being a liaison to customers and suppliers (Kerzner and Kerzner 2017). The position being outlined by the job description of the Quality Manager that could outline the position the tasks having key jobs are listed and customised the position that has been specified for the business needs.
6. Maintenance log of Equipment: A full-scale restructuring is not always required to improve the quality of the management style or to oversee the quality of an additional person. Documentation could be improving through small changes which could significantly affect the quality. The condition is being tracked for the equipment that ensures the top performance and its output. A comprehensive spreadsheet is provided through equipment maintenance log for recording the tracking of equipment maintenance through the model number, equipment type, location and serial number.
7. Report on preventive corrective-action: Mistakes could be track and fix through paper trail (Rosemann and vom Brocke 2015). A form is much better to have as it helps the process to be fixed were mistakes not made. The immediate purpose of the form is to provide a mechanism that could record and correct the nonconformance. One of the important roles it has is the recurring problems that get exposed from the root causes.
8. Checklist of the Smart Vendor Audit: When the business completely depends on the product of the vendors or as a process that has an intricate part would make sure that the best has been hired. The Supplier audit form is designed to help the company to recruit the best vendors for their business.
9. List Order Form for packing: Quality Management are stapled with documentation and checklists (Budynek et al.2016). For example, each packing list has an item that is important regarding reducing the cost and providing a quality customer service. If the type of product or quantity is wrong during shipping, then it affects the inventory. On the other hand, inaccurate weight and returns information could cost more during shipping. The proper way of packing list is the easiest way where the quality could be improving and reduce waste (Nankervis et al. 2016).

Tool	Use	Comment
Check Sheet	The key data could be recorded by simply using the check sheet.	It needs flexibility and meaningful.
Control charts	The data within used to indicate the trends.	It helps in the evaluation of improvement that measures through effectiveness where the existing and the new process could be compared. For a proper analysis of the data, there is a requirement of inherent QM tools and techniques.
Scatter Diagram	The relationship between the data sets is identified with four different pairs.	With the use of the scatted diagram, some of the data were not presented.
Pie Chart	Regarding “day,” some relevant data were grouped to obtain the better picture of the process.	It is necessary to select the “pie sections carefully” were the most usable data could be present.
Cause and effect Diagram	The main cause had been determined and broke down through the development of the process, people, food or product, equipment or facilities.	Helpless to eliminate the cause but able to determine the important one.
Pareto analysis	The same unit of measure has been used to Categories the measurement for each of the cause.	The most useful tool over here is the Pareto diagram.
Flow Chart	The whole process has been employed to provide a diagrammatic picture.	Flow Chart has only the framework process- thus could not be used in identifying the major causes that could waste time.

Table 1: Quality Management Tools and Technique

Report layout and integration

The important aspects of the performance report layout could potentially affect the process of weighing was the report contain the information in the presentation format which is either a table or a graph (Villar, Alegre and Pla-Barber 2014). The effect of presentation format would be managed for judgment and decision-making in the context of accounting management. When an individual has a low knowledge of accounting, it will perform better with a complex decision-making task where the information is provided in the form of graphs rather than in tables. However, it has been noticed that an individual perform much well with information that is provided in tables rather than graphs. The presentation format is context dependent which in line with Cognitive fit Theory that poses the graphs provided with spatial representations of information (Kampkötter and Sliwka 2016).

On the other hand, tables are emphasized to symbolic information and extracted values that have specific data. The Cognitive fit theory distinguishes between symbolic and spatial information as well as tasks. Spatial information was require by spatial tasks, and symbolic information are required by symbolic tasks which fits the characteristics between the task and the presentation format to increase the performance. With data presented in tables, the tasks are performed better. Some tasks require decision-makers were one specific piece of information could be extracted from a large set. Certain information has provided some benefits to the tasks require decision-makers that could integrate the information where it could identify the relationships or trends that are over time.

It has been argued that the number of subordinates’ performance is based on the information that is available in the performance reports and is easier to achieve while presenting data in graph or tables (Bloom et al. 2016). There had been done a comparison between the new and the old process of performance management for different measures and individuals. Through the use of graphs that have dominant sense and it decodes the information in the reports and provides an overall conclusion about the relative and absolute performance of the individual that have little cognitive effort. When there is a limited time available to evaluate the process, then the general managers rely on the data from the graphs which are therefore more likely and accurately develop the picture for achieving the overall performance of the subordinates rather the managers that could extract the tables’ information. The use of tables versus graphs is set for performance evaluation which is consistent with the reasoning (Oehmen et al. 2014). The presentation format is thus examined that could influence the format for six months from the sales data during the appraisals of the performance of salespersons. There was no consistent difference between the managers’ appraisals who evaluate the data that are in the table and graphs. Across the six months, no much variance would be found. If the information is presented in graphs than the evaluation rating would be low. Thus, the evaluators found a graph to be the easier way to recognise the patterns that are available in the time series data.

Performance management information is related to risk which is based on a variety of organisational elements that could conversely facilitate or inhibit the performance management processes and risk integration (Nankervis et al. 2016). For instance:

• The performance and risk reporting presence a different periodicity which limit the integration.
• The strategy is clear-cut presence which serves as a reference point for both the targets having performance and risks to foster the alignment.

Performance Management is implicitly related to risk. The tools of performance management could provide information for risk without having many additional efforts (Engert, Rauter and Baumgartner 2016). For instance:

• A contribution to Performance Management reports could develop an awareness for emergent issues when the performance is highlighted with unexpected changes.
• There are certain areas were a number of incidents would be analysed that will make understand about the business which could be more or less risky.

Conclusion

Form the above report it could be concluded that the performance management system for the organisation has intended to implement and satisfy the expectations of the stakeholders for the long run. The organisation has followed all the important phases that they have come across with the existing process but still had to proposed the new performance management process to ensure that the system has followed a new strategy that is aligned for the long-term vision and the industry could be guided through its operations. Moreover, the implementation of the performance management system by the organisation will help them to focus on deciding a more accurate way. The process would enable the employees to develop their skills on professionalism which would be for long term. Therefore, the result would allow the employees to contribute to a long-term success that is needed for the organisation. This could be done by providing valuable ideas that need to be improved for getting the quality results. There are appraisal systems in the organisation for both the general manager and the employees which would be used to encourage the leadership team to achieve good results in the respective positions.

References

Bititci, U., Cocca, P. and Ates, A., 2016. Impact of visual performance management systems on the performance management practices of organisations. International Journal of Production Research, 54(6), pp.1571-1593.

Bloom, N., Lemos, R., Sadun, R., Scur, D. and Van Reenen, J., 2016. International data on measuring management practices. American Economic Review, 106(5), pp.152-56.

Bloom, N., Sadun, R. and Van Reenen, J., 2015. Do private equity owned firms have better management practices?. American Economic Review, 105(5), pp.442-46.

Budynek, M., Celi?ska, E., Dybikowska, A., Kozak, M., Ratajczak, J., Urban, J. and Materne, K., 2016. Strategies of production control as tools of efficient management of production enterprises. Management Systems in Production Engineering, 21(1), pp.20-24.

Chardine-Baumann, E. and Botta-Genoulaz, V., 2014. A framework for sustainable performance assessment of supply chain management practices. Computers & Industrial Engineering, 76, pp.138-147.

Donate, M.J. and de Pablo, J.D.S., 2015. The role of knowledge-oriented leadership in knowledge management practices and innovation. Journal of Business Research, 68(2), pp.360-370.

Engert, S., Rauter, R. and Baumgartner, R.J., 2016. Exploring the integration of corporate sustainability into strategic management: a literature review. Journal of cleaner production, 112, pp.2833-2850.

Gerrish, E., 2016. The impact of performance management on performance in public organizations: A meta?analysis. Public Administration Review, 76(1), pp.48-66.

Gutierrez-Gutierrez, L.J., Barrales-Molina, V. and Kaynak, H., 2018. The role of human resource-related quality management practices in new product development: A dynamic capability perspective. International Journal of Operations & Production Management, 38(1), pp.43-66.

Huq, M.S., Fraass, B.A., Dunscombe, P.B., Gibbons, J.P., Ibbott, G.S., Mundt, A.J., Mutic, S., Palta, J.R., Rath, F., Thomadsen, B.R. and Williamson, J.F., 2016. The report of Task Group 100 of the AAPM: application of risk analysis methods to radiation therapy quality management. Medical physics, 43(7), pp.4209-4262.

Jarzabkowski, P. and Kaplan, S., 2015. Strategy tools?in?use: A framework for understanding “technologies of rationality” in practice. Strategic Management Journal, 36(4), pp.537-558.

Jones, R.J., Woods, S.A. and Guillaume, Y.R., 2016. The effectiveness of workplace coaching: A meta?analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89(2), pp.249-277.

Kampkötter, P. and Sliwka, D., 2016. The complementary use of experiments and field data to evaluate management practices: the case of subjective performance evaluations. Journal of Institutional and Theoretical Economics JITE, 172(2), pp.364-389.

Karpen, I.O., Bove, L.L., Lukas, B.A. and Zyphur, M.J., 2015. Service-dominant orientation: measurement and impact on performance outcomes. Journal of Retailing, 91(1), pp.89-108.

Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Nankervis, A.R., Baird, M., Coffey, J. and Shields, J., 2016. Human resource management: strategy and practice. Cengage AU.

O’Neill, P., Sohal, A. and Teng, C.W., 2016. Quality management approaches and their impact on firms? financial performance–An Australian study. International Journal of Production Economics, 171, pp.381-393.

Oehmen, J., Olechowski, A., Kenley, C.R. and Ben-Daya, M., 2014. Analysis of the effect of risk management practices on the performance of new product development programs. Technovation, 34(8), pp.441-453.

Ovidiu-Iliuta, D., 2014. The link between organizational culture and performance management practices: A case of IT companies from Romania. The annals of the university of oradea, 1130.

Podaras, A., Antlová, K. and Motejlek, J., 2016. Information management tools for implementing an effective enterprise business continuity strategy.

Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer, Berlin, Heidelberg.

Sadikoglu, E. and Olcay, H., 2014. The effects of total quality management practices on performance and the reasons of and the barriers to TQM practices in Turkey. Advances in Decision Sciences, 2014.

Spekle, R.F. and Verbeeten, F.H., 2014. The use of performance measurement systems in the public sector: Effects on performance. Management Accounting Research, 25(2), pp.131-146.

Valmohammadi, C. and Ahmadi, M., 2015. The impact of knowledge management practices on organizational performance: A balanced scorecard approach. Journal of Enterprise Information Management, 28(1), pp.131-159.

Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in the public sector. Routledge.

Villar, C., Alegre, J. and Pla-Barber, J., 2014. Exploring the role of knowledge management practices on exports: A dynamic capabilities view. International Business Review, 23(1), pp.38-44.