Topics: Motivation, Reward system, Performance management Pages: 6 (1758 words) Published: January 29, 2013
Engagement Strategy
Patricia Faussett-Beverly, Megan Cardenas, Tracey Childress, Terry Love, & Cherice Smith Team B
December 17, 2012
Teresa Mitchell

Engagement Strategy
Level of engagement is especially important now, as organizations face the current global economic downturn. Engagement contributes significantly to an organization’s performance, leading to improvements in service quality, customer satisfaction, and long-term financial results (Poglianich & Antonek, 2009). 1. Performance Management Systems:

a. Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals (Byars, 2008, Moynihan and Pandey, 2005 and Harbour, 1997).

The National Performance Management Advisory Commission (2010) b. Performance management includes:
i. Planning work and setting expectations,
ii. Continually monitoring performance,
iii. Developing the capacity to perform,
iv. Periodically rating performance in a summary fashion, and v. Rewarding employees for good performance.
c. Planning:
vi. Planning is setting performance expectations and goals for individuals to direct personal efforts toward achieving organizational objectives. d. Monitoring
vii. Monitoring means persistently measuring performance and providing feedback to employees on the progress of set goals to be accomplished. viii. Regulatory requirements for monitoring performance include conducting progress reviews with employees where their performance is compared against elements and standards. e. Developing:

ix. Developing in this instance means increasing the capacity to perform through training, giving assignments that introduce new skills or higher levels of responsibility, improving work processes, or other methods. x. Providing employees with training and developmental opportunities encourages xi. good performance,

xii. strengthens job-related skills and competencies, and xiii. helps employees keep up with changes in the workplace, such as the introduction of new technology. f. Rating:

xiv. From time to time, organizations find it useful to summarize employee performance. This can be helpful for looking at and comparing performance over time or among various employees. xv. Organizations need to know who their best performers are g. Rewarding:

xvi. Rewarding means recognizing employees for their performance and xvii. acknowledging their contributions to the agency's mission.

2. Effective Performance Management System
a. Importance of consolidated performance management system i. Need to define to define responsibility and assure accountability for change (Walker, 2003). ii. Is a vital tool for aligning the organization with desired results (Walker, 2003). iii. Create “line of sight” on how performance can contribute to organizational results (Walker, 2003). iv. Can help manage and direct the transformation process (Walker, 2003). v. Serve as basis for expectations for individuals’ roles in the transformation process. (Walker, 2003) b. Create a performance appraisal process

vi. Planned Development Opportunities
1. Allow tenured employees to mentor new employees 2. Create planned opportunities to have all staff interact vii. Work standards approach
3. Create consistent standards for all employees 4. Help to have employees set goals
viii. Train managers on process
5. Ensure they understand the how to evaluate staff 6. Help to minimize errors
c. Environmental Factors that may impact performance...

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Byars, L
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Harbour, Jerry L. (1997). The Basics of Performance Measurement. Portland, Oregon:
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Jardin, N. (2012) Advantages and Disadvantages of a Suggestion Box. Retrieved from
Jeanty, J. (2012). What Is Motivational Theory in an Organization? Retrieved from organization-15946.html
Marketwire (2012, May 21)
Moynihan, D. P. & Pandey, S.K. (2005). “Testing How Management Matters in an Era of Government by Performance Management.” Journal of Public Administration Research and Theory, 15(3), 421-439.
National Performance Management Advisory Commission. (2010). “A Performance Management Framework for State and Local Government: From Measurement and Reporting to Management and Improving,” June 2010, 1-73.
Poglianich, A., & Antonek, M
Sarna, V. (2012). How to manage organization culture through reward systems. Retrieved from
Walker, D
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