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Response to Week 5 Discussion



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By : janet peter    9 or more times read
Submitted 2018-01-03 11:18:27
Response to Week 5 Discussion
Answer to question regarding the post
Lack of effective and trustworthy processes hinders firms from getting measurement outcomes that are valid, accurate, and reliable. This is why it is imperative for firms to get things right during the processes design stage. Every organization needs to understand its value chain so as to determine which processes and functions are critical to the organization (Brown, 2009). Using this knowledge, organizations can develop effective processes. Firms also need to embrace the concept of continual improvement so as to make their process more effective and trustworthy (Kovach, Cudney, & Elrod, 2011).
References
Brown, G. (2009). Value streams and value delivery chains. Accessed from http://www.bpcationfiles/FOUR%200rown.pdf
Kovach, J., Cudney, A., & Elrod, C., (2011). The application of continuous improvement techniques. Engineering, Science & Technology. 3 (7), 89- 100
Hi Ken,
Thank you for sharing your experiences. You have highlighted important issues concerning your job. You also raise an interesting point at the end of the discussion where you state that you learn more from your failure than your success. I believe this is the appropriate attitude for all organizations. Organizations should not be afraid of failure. They should encourage employees to take risks and learn from mistakes (Slutzky, 2012). They should not stifle innovation because they are afraid of failing. In order to learn from failures, organizations need to eradicate blame game. They should establish processes that can help employees examine their performance, identify mistakes and work towards eliminating the mistakes.
References
Slutzky, P. (2012). Measuring employees’ perceptions of organizational tolerance for failure. Accessed from http://sorks.sjsu.edu/cgi/view?article=77&context=etd_theses
Hi Sto,
Thank you for sharing your discussion. You have highlighted key elements of your performance measurement systems. You have also explained you key inputs, processes, and output in your discussion, you have pointed out that result/ outcome orientation is a key element of your measurement systems. I also believe that this appropriate. There has been a contentious debate concerning which is best between a process-oriented team and an outcome-oriented team. Focusing on outcomes gives the team the ability to adapt and modify processes in order to achieve the desired outcome within a dynamic environment (Wolley, 2008). Focusing on outcomes also make it easy for the team to measure performance.
References
Wolley, A. (2005). Effect of outcome-focus and process-focus for team performance and adaptation. Organizational Science. 20 (3), retrieved from http://pubsonline.informs.org/doi/abs/10.1287/orsc.1080.0382?journalCode=orsc
Hi Brown,
Thank you for sharing your perspective. You have identified interest points about your experiences in your organization. However, I feel that you discussion has focused more on the measurement your performance as an employee rather than the measurement of the performance of the product that you participated in making. However, your discussion highlights important points regarding the measurement of employees’ performance. You have stated that one of the steps in your performance management process is ‘request for performance feedback.’ What methods are used so as to ensure employees get performance feedback that is relevant, accurate and fair?

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