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Implementation of successful organization, performance management systems, requires the management efforts to integrate training, development as well as individual or organizational learning strategies with performance management systems (Cardy & Leonard, 2014). In our prior assessment, the senior management of Dodo Exclusive Shoes had experienced challenges in their implementation of the performance management systems which were aimed at improving organization productivity as well as employee engagement for the achievement of long-term organizational goals. There was lack of employee ability to create a balance between their flexibility and consistency. The senior management also relied on remuneration schemes or strategies as the key driver for performance management. The implementation of the performance management system also lacked alignment among the departmental, individual and organizational performance (Mone & London, 2018). With such challenges, it is therefore difficult for the management of the company through the performance management systems to achieve their long-term goals and objectives. Integration of training, development as well as both organizational and individual learning strategies will play a significant role in overcoming these challenges and achieving the strategic performance management goals.

An organizational learning strategy and talent management or developments have become a very critical factor in a competitive organization strategy in the modern business world. The existence of a tight labour market, as well as an increased focus by the organization on improved performance through more employee engagement as well as the development of the workforce skills, has forced many organizations to develop further alignments between training, development and performance management systems (Gorman et al., 2017). Research provides that most organizations that invest in employee training and development through learning strategies are more productive compared to those that their focus is recruitment strategies. Integrating practice, development and individual, as well as organizational learning strategies with performance management, focus more on employee specific `needs as well as the corporate goals or imperatives which contributes to better performance among employees, talent management and improved organizational productivity (DeNisi & Murphy, 2017). It helps the company to understand whether the training and development strategies boost the organization performance and productivity or not.

To solve the identified challenges, integrated learning, training and development policy can be achieved through institutional integration which involves the transformation of the organizational culture. The existing believes that remuneration strategies drive performance should change to the adoption of a corporate culture that seeks to meet both employee and administrative needs. Training and development will help the employees see how their own goals impact the general performance of the organization and hence more contribution or efforts to their different performance perspectives (Kroll & Moynihan, 2018). For the senior management of the company to experience great value from their performance management systems, training and development should be linked to other elements of employee lifestyles. Technological integration will play as the overall enabler of successful performance management systems implementation and therefore training the employees, as well as well the overall management, will help in integrating the most appropriate technology.

Effective development of training, development and learning initiative is affected by the differences existing between the current and future generations.  The generations can be classified into the baby boomer generation which does not rely much on technology but old methods of learning and leadership in organizations as well as generation X and Y which rely most on technology and poses different mindsets and attitudes towards leaderships (Ohemeng et al., 2018). The differences in technological experiences have become a great challenge to many organizations as the generation X and Y are more flexible and perform most of their task through technology and hence have been able to improve on their work efficiency. Baby boomer generation have problem in adopting the use of technology and are also slow learners. Training them and changing their attitudes will be costly for the organizations in terms of time and financial resources. The baby boomer generations who are in most cases the senior leadership of the organization have experienced difficulties in supervising and management of employees and especially those of generation X and Y. this has been brought about by the differences in their mindsets and attitudes towards work. Such differences have therefore become a significant challenge in implementation of organizational strategies aimed at integrating training, learning and development. The leadership of the organization has to develop effective strategies to balance the attitudes of these two distinct groups without necessarily having a negative impact of their performances (Smith & Bititci, 2017). Such differences affect team work in the organization as well as cooperation and contribute to negative competition in the organization. Lack of coordination efforts and cooperation among the employees as well as the management as a result of differences in their mindsets and attitudes towards work has contributed to a slow down in the process and implementation of learning, training and development strategies. Employee training and development can be achieved through cooperation, and therefore internal competition should be discouraged for successful implementation of performance management systems.

Understanding of these challenges is essential in enhancing effective decision making amongst the senior management entitled with the responsibility of integrating training and development as well as learning strategies. The problems help them develop strategic training and development strategies which are focused on employee needs as well as the organizational needs. The challenges also play a significant role in identifying the strategic gaps which can be utilized by the leaders to develop competitive strategies which not only helps the company improve their productivity but also give them a competitive advantage in the shoe industry (North & Kumta, 2018). Therefore, the senior management of the company, as well as the human resource management team, can enhance the implementation of performance management systems by integration of training and development through adopting a culture that promotes employee development, training and reward. Discouraging private individual competition and encouraging skill development through team will also help the company achieve successful implementation of performance management systems. Lack of effective communication of the training and development agenda for the employees contributes to the possible failure of the implementation strategies or efforts due to lack of employee corporation and coordination efforts. It is therefore essential for the management of Dodo Exclusive Shoes Company to develop effective communication strategies from the leadership to the employees on the importance or integrating training, development and learning as part of performance management strategies (Rodriguez & Walters, 2017). Adoption of appropriate technology is critical as it acts as the enabler of successful performance management implementation. Training the employees and the entire organization to enhance their skill development will help in to achieve the goals and objectives of the organization. It is also essential for the leadership to align their recruitment strategies towards talent management and development as this will contribute to increased efficiency and effectiveness of the implementation process. It is recommended that the integration of training, development and learning initiatives or strategies for the boomer future leaders should be considerate of the needs of future generations which are more centered on technological development, free will in decision making and independency in carrying out their roles without much supervision. This will help them to implement any future employee engagement and performance management processes in future successfully.

References

Cardy, R., & Leonard, B. (2014). Performance Management: Concepts, Skills and Exercises: Concepts, Skills and Exercises. Routledge.

Mone, E. M., & London, M. (2018). Employee engagement through effective performance management: A practical guide for managers. Routledge.

Gorman, C. A., Meriac, J. P., Roch, S. G., Ray, J. L., & Gamble, J. S. (2017). An exploratory study of current performance management practices: Human resource executives’ perspectives. International Journal of Selection and Assessment, 25(2), 193-202.

DeNisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress?. Journal of Applied Psychology, 102(3), 421.

Kroll, A., & Moynihan, D. P. (2018). The Design and Practice of Integrating Evidence: Connecting Performance Management with Program Evaluation. Public Administration Review, 78(2), 183-194.

Ohemeng, F. L., Amoako?Asiedu, E., & Obuobisa?Darko, T. (2018). The impact of employee perception on the successful institutionalisation and implementation of performance management systems in developing countries: The perspective from Ghana's public service. Public Administration and Development, 38(2), 75-86.

Smith, M., & Bititci, U. S. (2017). Interplay between performance measurement and management, employee engagement and performance. International Journal of Operations & Production Management, 37(9), 1207-1228.

North, K., & Kumta, G. (2018). Knowledge management: Value creation through organizational learning. Springer.

Rodriguez, J., & Walters, K. (2017). The importance of training and development in employee performance and evaluation.