Organizational Culture-Personality-Strategy February 15, 2015

Asha Ries
Organizational Culture-Personality-Strategy
February 15, 2015

Chapters 2 & 3 ¬ Organization Learning II

In chapters two and three of Organizational Learning II: Theory, Practice, and Method, Argyris and Schön point out that organizational learning is very critical to any and all organizations. Organizational learning is what opens up an organization and ensures individuals are dependable and use its resources in the most efficient manner possible. It can be marked as one of the pillars of the human resources management.
In human resources development, performance management entails the ever continuous process that involves, communication between the manager and an employee that takes place on an ongoing basis and within an annual period. This communication is aimed at supporting the attainment of strategic goals for a particular organization. The communication process is geared to ensure the organization’s objectives are accurately conveyed to both individuals within the organization and outside the organization, this involves explaining the organization’s expectations properly, putting in place the objectives, defining organization-wide goals, measuring results and constantly assessing whether results are in route to be achieved or have already been achieved. Ensuring that the organizational objectives and expectations are properly communicated and assessed to everyone, especially employees, makes it possible for human resources personnel or direct employee managers to manage an individual’s performance. Management of employee performance is often times carried out by the personnel in the human resources department or the direct manager of a particular employee who give their individual assessment of the employee’s performances versus the set objectives. This ensures accountability and is aimed at measuring the extent to which the particular employee or a team of employees or departments have achieved their set objectives for a particular period of time.
As mentioned above, performance management is the communication of the employee’s performance versus the set goals and objectives which the employee was expected to attain. This is the human resources analysis of the employee’s performance and how that individual’s performance affects the broad target that the organization initially aimed to achieve by a previously set date or over a period of time. Performance management is assessed using a more comprehensive comprising of a cycle of three major processes. The first process is the planning process where the employees review their general expectations which entails their objectives and what they what to see the organization within a given time frame in the future.
The second stage in performance management is the discussion of these goals and objectives and how they relate to the organizational ones. This is an important opportunity to make sure that the employees realize goals by being coached and provide common feedback. Lastly, the employee’s performances are reviewed against the expected objectives. These provide management teams with the suitability of a particular employee with the assigned roles and work.
All in all, it is very important to note that management of human resources is very important in organizational development and development of a health organization even to the current status. Management needs to be aware of employee performance to ensure each one is up-to-date.