Discussion responses

Please respond to theses discussion boards with 150 words each and followed by 2 references each. 1- According to More, Vito and Walsh, there are five stages to effective performance management. Step one defines the organizational mission and strategic performance objective. This is where you create your organizations mission statement, vision statement and values statements. In other words, this is where an organization strategically plans. Step two establishes an integrated performance measurement system. It is said this stage is the heart and soul performance-based management. In this stage we use the SARA model to scan, analyze, respond and assessment problems that need to be addressed. Step three establishes accountability for performance. There are five levels of accountability, stakeholders, the organization, the team, the individual and the personal. For an organization to truly work, accountability must be shared by managers and employees alike. The fourth step is collecting data to assess performance. The data collected must be analyzed for accuracy and viability. Inaccurate data can overthrow the best strategic plans. The last step is analyzing, reviewing, and reporting performance findings. At this, final stage, managers can adjust objectives and goals according to what they find. Adjustments to performance measurements can also be done (More, Vito & Walsh, 2012). Another view on performance-based management comes from HR Solutions. They also have five stages to effective performance-based management, albeit simpler to understand. Stage one is connecting performance management to position descriptions. Step two is treating performance management like a daily responsibility. Step three engage your employees. Step four, help your employee understand the bigger picture and lastly, provide honest, constructive feedback to the employees (HR Solutions, 2017). Each example has its merits, but both accentuate the need for positive, effective communication of performance objectives and effective, measurable ways to evaluate organizational performance References: More, H. W., Vito, G. F., & Walsh, W. F. (2012). Organizational Behavior and Management in Law Enforcement (Third ed., pp. 392-393). Upper Saddle River, NJ: Pearson Education. Retrieved from https://bibliu.com/app/#/view/books/9780132725996/pdf2htmlex/index.html Principles of Effective Performance Management. (2017). In HR solutions. Retrieved from www.stcloudstate.edu 2- A performance management is the process of communicating between a supervisor and an employee that should happen throughout the year to focus on planning, coaching and reviewing employee performance. The performance management helps supervisors when it comes to supporting employees in accomplishing the organizations strategic objectives. Any performance management should be able to be measured, understood, verified, fair, and achievable. The guiding principle of a performance management are planning, developing, monitoring and performing, reviewing, and rewarding. According to Bititci et al. (2015), The implementation cases demonstrate that visual management systems serve to support ongoing strategy development and implementation, facilitate performance measurement and review, enable people engagement, improve internal and external communication, enhance collaboration and integration, support the development of a continuous improvement culture and foster innovation. Having an ongoing performance management process for an organization can be vital towards the growth of the organization because it can help keep all the employees on the same track. Performance management can enforce the acceptable boundaries of performance, promote staff recognition, effective communication, and motivate individuals to do their best at all time to help achieve the goals of the organization. According to Paterson et al. (2013), Employees who are engaged and thriving are more likely to maintain strong work performance, even during difficult times. Overall, a performance management is suppose to help fix problems in the workplace by setting employees up for success when it comes to achieving both their personal goals and the organizations objectives. Reference Bititci, U., Cocca, P., & Ates, A. (2015). Impact of visual performance management systems on the performance management practices of organizations. International Journal of Production Research, 54(6), 1571-1593. https://doi.org/10.1080/00207543.2015.1005770 Paterson, T. A., Luthans, F., & Jeung, W. (2013). Thriving at work: Impact of psychological capital and supervisor support. Journal of Organizational Behavior, 35(3), 434-466. https://doi.org/10.1002/job.19 3- According to More, Vito and Walsh, accountability is an “obligation”. When considering accountability, you can see it is an obligation that demands accomplishment (More, Vito & Walsh, 2012). When managers and supervisors consider accountability, it should be through the five levels that exist in law enforcement. The levels form a pyramid with the person, being the foundation of that pyramid. Above the person is the individual. This sounds confusing, but the individual refers to the individual relationship between the supervisor and the employee. Next is the team, followed by the organization and topped off by the stakeholder. Let’s look a little deeper. According to More, Vito and Walsh some of the aspects of the personal level are honesty, integrity, ethics, morality, and dependability (More, Vito & Walsh, 2012). A supervisor understanding these aspects can use them to motivate their subordinates effectively. The next step up the pyramid is the individual relationship between subordinate and supervisor. These terms, even though I used them, do not fit in this level of accountability because this relationship should be viewed in that context. Instead, according to More, Vito and Walsh, the individual level is a joint effort between the manager and the employee, where the manager provides guidance, direction, and resource so the employee can accomplish their goal (More, Vito & Walsh, 2012). The third level is the team level. In this level we acknowledge the teams or groups that exist within the organization. According to More, Vito and Walsh, teams and groups exist because officers work together to accomplish goals through shared ownership and accountability. The fourth level is the organization. Organizational accountability consists of two distinct entities. First is the internal accountability which refers to the up and down movement of communication between managers and employees and managers and groups. External accountability refers to the organizations requirement to report to stakeholders on performance and management topics. Lastly, on top of the pyramid sits the stakeholders. This refers to the political body that oversees the organization. The stakeholder can also be identified as the customer. The stakeholder, or customer isn’t involved in the day-to-day operation of the organization but must be informed of the organization’s achievement of goals and objectives (More, Vito & Walsh, 2012) According to the National Institute of Justice, accountability is vital to the successful police organization. Effective accountability enables the organization to achieve its two most important goals, lawfulness, and legitimacy. Lawfulness refers to an organizations adherence to governing laws, while legitimacy refers to the perception of the customer, or stakeholder that the organization is both lawful and consistent with public expectations (National Institute of Justice, 2007). References More, H. W., Vito, G. F., & Walsh, W. F. (2012). Organizational Behavior and Management in Law Enforcement (Third ed., pp. 392-393). Upper Saddle River, NJ: Pearson Education. Retrieved from https://bibliu.com/app/#/view/books/9780132725996/pdf2htmlex/index.html Walker, S. (2007, May). Police Accountability: Current Issues and Research Needs . In National Institute of Justice. Retrieved from https://www.ojp.gov/pdffiles1/nij/grants/218583.pdf Requirements: 500 words