Marketing Strategy: Collecting, Distinctly Analyzing And Reporting Statistics (Reaction Paper Sample)

RELIABLE PERFORMANCE MEASUREMENT
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Reliable performance measurement
Introduction
Performance measurement involves the processes of collecting, distinctly analyzing and reporting statistics and information with regards to the conduct of an individual or an organization. Performance measurement can be best carried out by a manager or a supervisor on an employee. It helps in evaluation of workability of an individual. There are several criteria of measuring performance. This paper focus on reliability as a criterion of performance measurement. According to Sorensen (2002), “Reliability refers to the level with which a series of repeated measurements produce similar results while reserved under undistinguishable conditions”
How to ensure reliable performance measurement
Reliability in performance measurement can be ensured through six distinctive steps: effective planning, selection of performance indicators, program delivery, performance monitoring, report on performance and performance evaluation. According to Bourne, Mills, & Neely (2000), it is the role of managers to ensure that the aforementioned steps are following in designing a suitable and more reliable performance measurement. Employees must also play their role of strictly following rules and regulations in line with achievement of a reliable performance measurement. Reliability is an aspect of mutuality that is highly dependable on the availability of two parties (a manager and an employee) for effective realization of organizational goals.
It is not guaranteed that when you have good planning, you must expect good performance. However, proper planning by managers may assist in the development of stout performance measurement systems that can be more effective in an organization’s daily operations. The management must identify a program logic through processes of outcome selections, impact definition, output identification and identification of resources.
Secondly, to achieve reliability in performance measurements, managers must select performance indicators (Golafshani, 2003). There are two types of performance indicators: Strategic indicators and accountability indicators. In a case whereby the outcome measures are aimed at tracking the organization’s achievement of strategic goals, the strategic indicators will be to measure the company’s performance against outcomes and impacts. This is a representation of strategic indicators. Accountability indicators can be identified through various ways of output measurement by typically assessing and evaluating quality, quantity, targeting, cost and coverage of the performance being measured.
By program conduction, the management can ensure reliability in performance measurement. A program should be geared towards change effectuation and its implementation must be relevant to the organizational objectives (Golafshani 2003). Managers should introduce programs such as training and impromptu works unique to employee’s daily routine and operations to test on their performance and on whether it is reliable.
Research by Allcock et al. (2002) indicate that data collection and monitoring of performance may also help managers in achieving reliable performance measurements. Managers must analyze data and obtain meaningful view of performance and conduct adequate comparisons of performance of individual employees. Data for such activities can be gathered from within the documentation of the organization or from previous work places of the employees. Managers must also check for integrity of this data and any flawed data must not be considered. In the case of Samsung Smartphone Company, data on employees is electronically preserved and the management is able to monitor the daily activities and operations in the different Samsung branches especially in China. This has greatly assisted in performance measurement systems and promotion is based on individual performance records.
Gunasekaran, Patel & McGaughey (2004) argue that, “Reliable performance measurement, requires managers to analyze and report performance measurements. Proper communication must be channeled to the right direction for proper reception and analysis” Managers must be able to identify assumptions in the organization. Assumptions normally arise in instances where men assume that weapon are highly preferred by most people due to their gender. This is a completely misleading assumption that most managers must strive to terminate in their organizations through critical analysis of performance of all employees and further proper communications on the findings of the analysis for future improvements.
Finally, managers must evaluate and modify performance measures for maximum reliability. In their study on performance measurement design, Neely, Mills, & Richards, (2000) argue that, “When a performance measurement indicates positive changes, this shows that the strategy implemented is performing well. Contrarily, if a performance measurement show negative changes, this indicates that the program of implementation is performing poorly”. Managers must strive to evaluate the performance of employees to curb cases of redundancy and laziness.
However much managers may try to achieve reliable performance measurement, there are numerous challenges that they may face. In data collection, the data may be flawed and incase of interviews, false information may be given hence incorrect data. Lack of corporation from most employees has also made it difficult to achieve reliable performance measurement.
Real Word example of reliable performance measurement
In the findings of the analysis on economic performance of group affiliated companies in Korea by Chang, & Hong (2000), they quoted that “Samsung Company has frequently recorded an incredible increase in their sales in the recent past. This has been possible through reliable performance evaluation. Samsung Electronics published an updated ethical management guideline for employees”. This was geared towards helping the employees adhere to the company’s code of conduct and to clearly articulate the firm’s global position. On a wide spectrum, the guideline helped the employees in evaluating and measuring the performance of the firm and made them focused on propelling the company further and to greater heights. For reliable performance measurement, the company fostered training on corruption prevention to its staff. This has helped boost integrity in the company as anti-crime measures are also involved for whoever violates the company’s set rules and regulation.
Samsung has shown great recognition of gender balancing and more female employees have been employed. This is in accordance with Gunasekaran, Patel, & McCaughey’s (2004) framework on supply chain performance. This has...