Managing Organisational Health

Forum 1

What Benefits Can Organisational Performance Management Have for An Organisation?

Insights from Mackie, Donaldson, Keegan, McCabe, and Sweeney (2014, p. 2) show that performance management is a strategic approach that helps to improve organisational performance and employee productivity. The post by Student 1, CE is in line with this conceptualization by stating that performance management allows the organisation to facilitate improved employee performance according to the knowledge and skills they possess. Nevertheless, Student 1, CE lays more emphasis on employee performance, but insights from research show that performance management also contributes to the organisational performance. From this context, workers can be productive in their individual responsibilities, but the lack of a collaborative structure through effective management and leadership compromises organisational performance. Mackie et al. ( 2014, p. 2) state that organisational performance is the key role of the managers at all levels as they engage in control and distribution of organisational resources, ensuring that they are utilized in a manner that contributes to organisational effectiveness and prevents the organisation from experiencing strategic drift. These sentiments are in line with the post by Student 2 (M), who alludes that performance management entails transforming goals into results through activities of directing decisions in the domains of performance, functionality, productivity, and finance. Focus on these activities ensures that the organisational performance is consistent with the objectives of the organisation. These insights show performance management is a fundamental undertaking that involves collaboration between the management and the workforce (Morgan, 2012, p. 102). The activities undertaken in this process are designed to enhance the productivity at the personal and organisational level to achieve success.

Forum 2

Can the Kaplan And Norton Version of the ‘Balanced Scorecard’ Be of Value to All Organisations For Profit And Not For Profit? According to Bourne and Bourne (2013, p. 14), the underlying principle of the Kaplan and Norton version of Balanced Scorecard is that there is a need to take into the account of various factors when determining the indicators of performance. From the insights, the ideology that financial results can be used to measure performance is eliminated. Subsequently, the post by Student (DE) that states the balanced scorecard….

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