Vitality Health Enterprises
Vitality Health Enterprises, Inc. 1
Nova Southeastern University
H. Wayne Huizenga School of Business & Entrepreneurship
Assignment for
(Course number and title)
Course:
Submitted to:
Dr. Eleanor Marschke
Submitted by:
Lashea Reaves N01388313 11354 Carabelee Circle Orlando FL 32825 5615960951 HRM 5365 Talent Management
Date of Submission: October 21, 2012
Title of Assignment: Case #1 Performance Management at Vitality Health Enterprises, Inc. by
Michael Beer, John B. Bingham (2012) CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledged and disclosed in the paper. I have also cited any sources from which I used data, ideas or words, either quoted …show more content…
2. The company’s culture and unconstructive outlook towards the performance
Vitality Health Enterprises, Inc. 8
matrix should decrease as awareness increase.
Conclusion
Hoffman is expected to give recommendations and a list of improvements to the board of directors regarding the future of performance management for the company. Vitality Health
Enterprises missed the mark to identify employees with higher performance skills vs. the mediocre performers. With the current system, the company is forced to continuously degrade efficient employees with a forced distribution curve. “The proper role of measurements should be seen in the context of helping employees connect with the overall aim of the organization.
Management must gather and analyze information that will help employees become better contributors to the firm’s purpose. In too many organizations just the reverse happens: Measures define what is meaningful instead of letting the work itself define the measures” (Castellano,
Young & Roehm, 2004). By altering the current system with suggestions made in the case …show more content…
As the new SVP of HR, Hoffman would restore the hunger to exceed its position as the industry leader for innovation.
Vitality Health Enterprises, Inc. 9
References
Beer, M., & Bingham, J. (2012). Performance Management at Vitality Health Enterprises, Inc.
Harvard Business School, Case 913(501), 14. Castellano, J., Young, S., & Roehm, H. (2004). The seven fatal flaws of performance measurement. The CPA Journal, Retrieved from http://www.nysscpa.org/cpajournal/2004/604/essentials/p32.htm Er, S. R., Walia, N., & Parveen, K. G. (2011). Developing an integrated information system to enhance employee performance. Global Business and Management Research, 3(1), 720.
Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docview/900995350?accountid =6579 Itnner, C., & Larcker, D. (2003). Coming up short on nonfinancial performance measurements.
Harvard
Business
Review,
10.
Retrieved
from http://hbr.org/2003/11/comingupshortonnonfinancialperformancemeasurement/ar/1 Vitality Health Enterprises, Inc.
Nova Southeastern University
H. Wayne Huizenga School of Business & Entrepreneurship
Assignment for
(Course number and title)
Course:
Submitted to:
Dr. Eleanor Marschke
Submitted by:
Lashea Reaves N01388313 11354 Carabelee Circle Orlando FL 32825 5615960951 HRM 5365 Talent Management
Date of Submission: October 21, 2012
Title of Assignment: Case #1 Performance Management at Vitality Health Enterprises, Inc. by
Michael Beer, John B. Bingham (2012) CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledged and disclosed in the paper. I have also cited any sources from which I used data, ideas or words, either quoted …show more content…
2. The company’s culture and unconstructive outlook towards the performance
Vitality Health Enterprises, Inc. 8
matrix should decrease as awareness increase.
Conclusion
Hoffman is expected to give recommendations and a list of improvements to the board of directors regarding the future of performance management for the company. Vitality Health
Enterprises missed the mark to identify employees with higher performance skills vs. the mediocre performers. With the current system, the company is forced to continuously degrade efficient employees with a forced distribution curve. “The proper role of measurements should be seen in the context of helping employees connect with the overall aim of the organization.
Management must gather and analyze information that will help employees become better contributors to the firm’s purpose. In too many organizations just the reverse happens: Measures define what is meaningful instead of letting the work itself define the measures” (Castellano,
Young & Roehm, 2004). By altering the current system with suggestions made in the case …show more content…
As the new SVP of HR, Hoffman would restore the hunger to exceed its position as the industry leader for innovation.
Vitality Health Enterprises, Inc. 9
References
Beer, M., & Bingham, J. (2012). Performance Management at Vitality Health Enterprises, Inc.
Harvard Business School, Case 913(501), 14. Castellano, J., Young, S., & Roehm, H. (2004). The seven fatal flaws of performance measurement. The CPA Journal, Retrieved from http://www.nysscpa.org/cpajournal/2004/604/essentials/p32.htm Er, S. R., Walia, N., & Parveen, K. G. (2011). Developing an integrated information system to enhance employee performance. Global Business and Management Research, 3(1), 720.
Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docview/900995350?accountid =6579 Itnner, C., & Larcker, D. (2003). Coming up short on nonfinancial performance measurements.
Harvard
Business
Review,
10.
Retrieved
from http://hbr.org/2003/11/comingupshortonnonfinancialperformancemeasurement/ar/1 Vitality Health Enterprises, Inc.