Work Organogram and Staff Performance

Introduction

This paper creates a platform for an emphasis on the connection between the work organogram and the understanding, employee appraisal, and shaping of staff performance. Generally, the Performance of employees in present organizations can be critically analyzed by a phenomenon that is referred to as the seven key changes. This set of changes is attached to the nature of work in all sphere of business around the globe. Examples are changes in job design, scope of work, technology, workforce/labourforce, inductions and trainings, governance/ leadership, and the organizational structure with respect to the way in which job performance is measured. There are three human resources domain in every organization which are staffing, motivations and training & development. A situation whereby bad governance, low motivation and training is exercised in a departmental arm of any business organization, then the staff performance is relatively low.
Modernization is an invariable requirement of any present business organization. This refers to innovations that comes first from dedicated employees, but must flood all the way through the organization. An organization could be considered as a learning center. Taking for example an Information system and telecoms department of an organization where a lot of configurations and installations of the telecoms equipments such as the Cisco routers and Cisco catalyst switches are carried out, integration from an existing technology to a newer version occurs. Information and knowledge ought to be liberally communal to enhance the growth of the company. Multiplicity is not meant to be only managed, but to be harvested as an essential ingredient for innovation. Leaders have to be behind the workforce, empowering them. Leading from the front is obsolete.

Abstract
The assumption of decisive work behavior integrates higher-order implicit goals with principles derived from the Five-Factor Model (FFM) of personality and the