Landslide Limousines Performance Management Framework

Topics: Human resource management, Management, Performance appraisal Pages: 10 (1806 words) Published: March 8, 2015


Landslide Limousines Performance Management Framework
HRM/531
February 23, 2015
Pamela Jones

A strategic performance management framework is very essential for the success of our client, Bradley Stonefield of Landslide Limousine. It is imperative to explore the characteristics for a performance management framework. For us to create an efficient, successful performance management framework, we must incorporate the four levels of training assessment in developing a comprehensive job analysis. The recommendations for a performance management framework are also aligned to the organizational business strategy as identified by Mr. Stonefield. As stated in previous communications, Landslide Limousines will be located in Austin Texas with 25 employees planned during the first year with anticipated net revenue $50,000 with a revenue growth of 5% over the next few years and an estimated 10 % turnover rate. We here at Atwood & Allen Consulting, believe the business goals both short and long term is realistic for the first few years. This information will be used for a performance management framework which will be created to identify employment skills needed, organizing performance philosophy and job analysis process. This framework will also assist Landslide Limousine in describing procedures used to ascertain employee skills and skill gaps with an approach for delivering effective performance feedback. These strategies will set the foundation not only for financial growth but encourage employee loyalty. Performance Management Framework and Business Strategy

In order to develop a successful performance management framework, it is imperative to align it to the organizational business strategy. During his interview with us, Mr. Stonefield stated the anticipation of 25 employees with a 10% turnover. This is an indication that there could be a loss of approximately 3 employees within the first year. This performance management framework will allow Landslide Limousines to create an employee appraisal system that will focus on the company and employee needs and the projected employee turnover. Performance management “requires managers to define, facilitate, and encourage performance by providing timely feedback and constantly focusing everyone’s attention on the ultimate objectives” (Cascio, 2013, p. 693). To realize this goal, Landslide Limousines must establish performance standards by defining levels of performance that are acceptable and unacceptable. “When processes are executed well, the organization delights its internal and external customers through high performance” (Cascio, 2013, p. 161). In order for Landslide Limousines to be successful in the Austin marketplace, the company must provide highly efficient level of performance. Research shows that “firms facing intense market competition, should produce and market high quality products to meet customer expectations and competitive quality standards” (Chong, 2004, p. 167). At Landslide Limousines, the product is the service provided by limousine drivers and dispatch. Improved product quality leads to increase customer satisfaction (Chong, 2004). To provide a high quality product, the company must focus on hiring employees with high levels of competencies. They must maintain a high quality product therefore the company must focus on incentives of work practices that inspire employees to maintain a high quality performance. Organizational Performance Philosophy and Job Analysis

Developing performance philosophy and job analysis allows Landslide Limousines to identify the required skills for each employee position. Transportation, a key service of Landslide Limousines, is provided by drivers. It is important for Landslide Limousines to establish organizational performance philosophy for the drivers and dispatchers that support them in the performance of...

References: Cascio, W. (2013). Managing Human Resources: productivity, quality of work life, profits (ninth edition). New York, NY: McGraw – Hill Companies, Inc.
Chong, V. R. (2004). Total Quality Management, Market Competition and Organizational Performance. The British Accounting Review, 155 – 172.
EEOC. (2008, August 1). The ADA: your responsibilities as an employer. Retrieved from EEOC.gov: http://www.eeoc.gov/facts/ada17.html
Lawler, E. B. (2012). What Makes performance appraisals effective? Compensation & Benefits Review vol. 44 no. 4, 191 – 200.
Stillman, T. B. (2010). Personal Philosophy and Personnel achievement: belief in free will predicts better job performance. Social psychological and personality science, 43 – 50.
Texas Workforce Commission. (2014). wrongful discharge. Retrieved from twc.state.tx.us: http://www.twc.state.tx.us/news/efte/wrongful_discharge.html
Valentine, S. V. (2010). Positive Job Response and Ethical Job Performance. Journal of business ethics, 91:195 – 206.
Van Scotter, J. &. (1996). Interpersonal Facilitation and Job Dedication as separate facets of contextual performance. Journal of applied psychology, Vol. 8. No. 5, 525 – 531.
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