To which Performance Appraisal Meets the Requirements of the Essay

To which Performance Appraisal Meets the Requirements of the Organization for Improved Performance from Employees - Essay Example This paper discusses the pertinent understanding of the performance appraisals and how these have meant pure value for the organizations when they are trying to encourage their employees as well as to keep a check in terms of uplifting their morale. The performance appraisal system has gained worldwide recognition because it is accepted everywhere. It is the basis of determining which areas are the most strongest and where a general sense of lacking was observed throughout the year. The employees are monitored annually which means that their entire year’s working regimes are scrutinized properly and then only a solution is found out which shall solve their quandaries if they had any during the last year (Booth, 2006). If they met their targets and achieved outstanding results, then there is reason enough to believe that the performance appraisal worked in essence, and it gained what it really had to achieve in the long term scheme of things. The performance appraisal is such a n important barometer for finding out the areas where more success could be achieved and where negativities could be subsided. This is the reason why the performance appraisal system has been given the legal cover that it richly deserves, and its clauses have been backed up by research, evidence and logic. The past records have been adequately understood before a decision is made to find out where the employees went wrong and what have been the areas that they have not been able to tap (Donovan, 2011). Moving further ahead, these performance appraisals highlight how good the employees have been as well. Even the minutest of their successes and achievements are highlighted and projected to the employers who now have to make a decision as to whether the employees deserve a raise, a promotion or any other financial lift-up. This is because the performance appraisals are usually very daring and look to find the positives and negatives in a cut throat fashion. There are not any negatives that will not be covered during the length of the performance appraisals and this has been duly mentioned within the coining up of the performance appraisals. The people who are drafting these performance appraisals have to take into consideration a number of areas so that the employees do not feel left out of the whole equation and believe in getting what they truly deserve (Shaw, 2011). It is their collective effort which counts for the work to become better and more organized within the contexts of the organization. The employees therefore receive what they want to achieve if they have given their best and made the organization aware of their endeavors, efforts and undertakings. This shall solve quite a lot of problems that other performance related systems might just skip. Maximizing individual performance is the need of the hour as far as the organizations are concerned. This is because individual performance can only be enhanced and improved upon if whole-hearted and concerte d efforts are put into place (Beer, 2011). This has been proven true with the advent of time and much success will eventually

BMW Entrepreneurial Structure Case Study Example | Topics and Well Written Essays - 2000 words

BMW Entrepreneurial Structure - Case Study Example The BMW Company can attribute most of its success to the strategy and the culture of the company and its orientation towards investing in new innovations. The company is largely based in Germany where a more beauracratic corporate culture is more dominant, but the BMW Company adopts a rare and interesting philosophy for the corporate culture which revolves around entrepreneurship. The company is ready to invest in research and development projects which focus on management as well as physical innovations to support its products and its image in the market. "BMW's 106,000 employees have become a nimble network of true believers with few hierarchical barriers to hinder innovation. From the moment they set foot inside the company, workers are inculcated with a sense of place, history, and mission. Individuals from all strata of the corporation work elbow to elbow, creating informal networks where they can hatch even the most unorthodox ideas for making better Bimmers or boosting profits ." (Edmondson, 2006) Moreover the people at the BMW Company do not have all the answers to the questions, and neither do they claim to do so. Instead they are pound to mention that they work towards determining all the correct questions so that the best possible solutions can be accurately determined. In interview with Laura Mazur, the CEO of BMW Helmut Panke mentioned that "'the most important role of senior management, not just the chief executive, is to understand that the brand isn't just a label that you can put on and take off. A brand is something that has to be authentic and has to be tied into the corporate culture of an organisation,' he explained. Panke discussed the company's unremitting focus on its premium brand approach, and why nothing is allowed to dilute it. He was adamant that success derives from three points: a strong brand, products that live up to what the brand stands for, and a corporate culture that fits into both of them." (Mazur, 2003) 2. Describe the challenges that BMW face in their organisational environment. The challenges that are faced by the BMW Company in their organizational environment pertain to the establishment of the corporate culture in the different regions of operations for the company and training the new recruits and employees to develop as per the corporate culture of the company. BMW has taken significant pointers and strategies from Japanese automobile manufacturers when it comes to managing the company and establishing a kaizen and entrepreneurship based culture and business procedures at the company. The company has been successful in implementing the corporate culture highlighting innovation and entrepreneurship in Germany, but the operations of the company in the UK at oxford and in the US face discrepancies. The US automobile industry is more oriented towards bureaucracy as the beauracratic and classical theories of management derived from the industry as apparent form Henry Fayol and Ford. In such an environment operating with an entrepreneurial and innovation bas ed culture has been a problem for the BMW operations in the US as well as on the UK. Other challenges that the company