Contradictory Aspects of the PM Process
There are various aspects of Benihana’s PM process that contradict effective PM practices. The first is that the managers have low confidence levels in the skill of their employees (Keller & Price, 2011) . Some leaders may want to avoid performance management since they believe that the ability of their workers does not match up to the minimum standard. The reason for this perception is because human beings tend to place focus on our weaknesses while ignoring our strengths thus one is viewed as incompetent. Therefore, it is important that managers at Benihama are equipped with motivation skills so as to enhance employee confidence and facilitate the process of performance management
Another reason is the lack of support from executives : In any type of organization, the support from the senior leaders is crucial for performance management to occur. Managers will disregard the process if the executives are not also actively engaged in it. Executive involvement may include encouraging accountability, personal meetings on performance and constant coaching. The third reason is perceiving performance management as an yearly process (Keller & Price, 2011). Performance management is a constant process that requires regular feedback and training of employees instead of an annual review process. If it is done yearly, the process will become cumbersome, therefore, it will not be effective and a manager will have to avoid. Lastly is the lack of sufficient training and knowledge in the process of performance management at Benihama. The managers at the company are rarely trained on how to conduct an effective performance review consequently, they may lack the knowledge on how to plan and implement it.
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Essentials of High Performance
There are various aspects of the 12 essentials of high performance that Benihama has set in place . First is empowerment of employees. Empowering employees is an important for the company since both the employee and the customer are simultaneously involved in service production. Another aspect is training and development. Training of employees is a powerful tool for empowerment and involvement of employees. For majority of the employees at Benihama, an aggressive training program was implemented inclusive of on-the-job training and classroom time. IPDP (Individual Personal Development Plan) program was of help in the personal development of the employees.
On the other hand, Benihama should consider improving its communication channels. Communication is defined as exchange of information and understanding between one or more groups (Choudhary & Rathore, 2013). Effective communication is important in organizations relations and organizational change.
Measures Being Used by the Company
Benihama uses customer satisfaction and employee involvement as measures for performance management. Employees have a huge responsibility in ensuring customer satisfaction and quality control through employee engagement. Human resource management as a quality control measure is effective, and the employees have to undergo training to be able to handle a variety of tasks.
Agility Approach
Benihama does not use the agile approach. The biggest concern about managing performance at the company is how to handle change since the process does not focus on improvement and elimination of systems that are not working. Therefore, employees are subjected to certain changes which they might not readily accept. People are naturally resistant to change because it brings the unknown. The managers at Benihama fail to paint this change as a positive transformation that will bode well for the future of the firm and its stakeholders thus the process lacks agility.
Effect of the Approach
Despite its shortfalls, the approach is certainly leading to an open and productive culture. Basically, the organization’s culture decrees how business will be done and the survival tactics that will facilitate personal success and the assimilation of the business (Saravanja, 2011). The PM approach is a vital factor since it influences the company’s ability to compete, innovate, and engage both customers and employees
References
Alabar, T.T. & Abubakar, H. S. (2013). “Impact of Employee Empowerment on Service Quality-An Empirical Analysis of the Nigerian Banking Industry.” British Journal of Marketing Studies , Vol. 1, No.1, pp.32- 40.
Keller, S & Price, C. (2011) Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage . John Wiley & Sons, 2011. Kindle.
Saravanja, M. (2011). Regenesys Business School-10 Reasons Why Performance Management Fails and how to remedy them . Retrirved from. http://regenesys.in/2011/03/10-reasons-why-performance-management-fails-and-how-to-remedy-them/.
