Improving Organisational Performance Assignment

Improving Organisational Performance - Assignment Example It is an ongoing process, where a supervisor should communicate the job responsibilities to an employee, make him/her aware of the expectations from him/her by the management and ensure that mutual understanding prevails between them. Performance management regularly monitors the position of the organisation and implements any skill development tools or training modules for the employees. The principle objective of performance management is to make optimum use of the resources that the employee is capable of to deliver (Parmenter, 2011). In the paper, the different performance management systems used by two large organisations in the UK i.e. Tesco PLC and Sainsbury’s in the retail segment will be discussed. The implications and challenges faced by the two organisations while implementing the performance management system will be observed in the paper and certain proposals will provided to the organisations to overcome those challenges. One of the largest British multinational grocery and general merchandise, Tesco, has spread its operations over 14 countries, employing over 492,000 people. The group after its incorporation in 1920 has extended over different sectors and formats. It has approximately 5,380 stores throughout 14 markets in Asia, Europe and the United States (Tesco PLC, 2012). United Kingdom’s oldest retailer, Sainsbury’s was originated in London in the year 1869. At present, it is the third biggest chain of supermarkets in the UK. It opened its first store in Drury Lane which sold eggs, milk and butter products. Later, the group has transformed itself from being a retail outlet with diversity in different sectors like Finance, Entertainment, Toys and Nursery (Sainsbury’s, 2012). Business Case for Tesco Tesco has introduced performance management in their organisation to analyze and to evaluate the performances of their employees. Therefore, performances in Tesco can be measured by tracking the results of a few of the fa ctors, namely, Key Performance Indicators (KPI), productivity, quality and safety. An employee’s productivity is measured by the quantity of work performed by the amount taken to do the work. Simultaneously, the quality factor falls in place when measuring productivity. Therefore, Tesco measures performance of the employees by measuring the KPIs. To measure the KPIs, Tesco introduced a management tool called â€Å"Steering Wheel†. It consists of four quadrants–‘Customer, Operations, People and Finance’ (TESCO an ADVENT Company, 2011). These quadrants are separated into small segments which focus on measuring the KPIs of each segment which are based on the targets achieved. The performances of an employee are communicated daily by their supervisors on the basis of their daily improvements, average performance in the group and within the organisation. This helps the employee to know where he/she stands in the group and what measures he/she should take to improve the average performance in the group (TESCO an ADVENT Company, 2011). Customer Operations Earn the reliability of the customers for lifetime All kinds of products are available Value for the prices Admirable staff and fast services Pleasurable shopping for the customers Work is clearly defined and it becomes simpler for the staff