Performance managementA Critical Review of Performance Management Systems and the link to My Organisation
Pamela Skerritt
14th December 2013.
Organisation Structure
My organisation is a SME provider of educational programs, primarily in the Health, Safety & Healthcare fields. We currently hold a number of accreditations with a multiple of agencies and these will increase in the next 24 months. These agencies provide both the accreditation and certification of learners, and we are governed under Quality Assurance Polices independently from each one. Within all of these QA documents lie a reflective and evaluation structure, and we are consistently monitored in both practice and progression of learners/programs.
The organisation in recent months has gone through an upheaval and my own role has moved from general Training & Development to Managing Director, a role I feel ill-equipped to maintain and one that has highlighted key structural difficulties within the organisation. Fullan (2003) asks us to understand “the process of change” and in a time of organisational flux, it must be understood that these changes can be unpredictable and disconcerting for all individuals. As the organisation now moves forward, it can be seen that monitoring of Individual abilities, Organisational Strategies and Progression of the organisation need to be succinct with Performance of all areas, from the individual to the mission (ethos) statement and the application of all policies within the organisation.
Assessment & Evaluation
If we are to consider the viability of any organisation it must be stated that the assessment & evaluation tools used must be aligned to the strategic plan of the organisation, and that these processes when used would highlight both good and bad practices. Both although linked to critical analysis of the organisation have different key roles, one when we can assess and measure the impact of the organisation on the learner and client,...