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March 4, 2025

Description

I need help completing a discussion board post for my Management course (Managing Perform. for Results). Below are the exact requirements provided by my instructor:

Description:

In this module, you will examine the components of a strategic plan and evaluate the relationship between strategic plans and their accompanying performance management systems. You will also explore the strength and effectiveness of compensation and reward systems in a performance management system in relation to organizational goals.

Learning Outcomes:

Evaluate the design and implementation of performance management systems.
Analyze the components of strategic planning in performance management.
Compare the role of reward systems and their relationship to performance management systems.

—– The Discussion: —–

Chapter 3 discusses various aspects of strategic planning. As noted in the textbook, it is important to link performance management to strategy. For this discussion board, please consider the scenario below.

Scenario:

You are the newly hired HR Director for a large healthcare organization, which serves elderly individuals. Over 1,000 healthcare employees (e.g., physicians, nurses, etc.) are employed by your company. You have been told, by the leaders of your organization, that the performance management system used by the company is not fully aligned with the organization’s strategic plan.

For this discussion board post, please address the following:

Explain why the job descriptions for all workers must be in alignment with the organization’s mission, goals, and strategies.
Address how you can effectively communicate the strategic plan to all organizational employees.
Why does the organization’s compensation strategy need to be aligned with the company’s strategic plan?

Assignment Requirements:

Your well-written paper should meet the following requirements:

Length: Your initial post should address all components of the question with 550-650 words limit.
Formatting: Follow academic writing standards and APA style guidelines.
Sources & Citations: Support your submission with course material concepts, principles, and theories from the textbook and at least Three (3) scholarly, peer-reviewed journal articles. Proper APA citation is required.
Originality Check: You are strongly encouraged to check all assignments for originality using Turnitin before submission.
Plagiarism Policy: Plagiarism is NOT tolerated. Plagiarism is strictly prohibited. Assignments with more than 15% similarity to existing work will receive a zero. Repeated offenses may lead to termination.
Grading Rubric: Review the grading rubric to understand how your assignment will be evaluated.
Course Alignment: Ensure your discussion incorporates textbook concepts, principles, and theories, aligning with class lectures and avoiding the use of advanced material not yet covered in the course.
Discuss the concepts, principles, and theories from your textbook. Be sure to cite the textbook and use the lectures provided so that the analysis aligns with the material we’ve covered so far in the course.

Required Readings:

Chapter 3 in Performance Management: Performance Management Process
Sowa, J. E. (2020). Reinvigorating the spirit of strategic human resource management. Public Personnel Management, 49(3), 331-335.
Sanders, K., Jorgensen, F., Shipton, H., Van Rossenberg, Y., Cunha, R., Li, X., Rodrigues, R., Wong, S. I., & Dysvik, A. (2018). Performance‐based rewards and innovative behaviors. Human Resource Management, 57(6), 1455–1468.

Note: I’ve attached the slides for the relevant chapter, CH3 + grading rubric + The book.

Instructor Expectations:

Please ensure you dedicate your utmost effort and attention to detail when completing this task. The instructor places a strong emphasis on proper citation and substantive analysis that extends beyond simply answering the questions. Your work should demonstrate depth, originality, and critical thinking by introducing new insights and supporting arguments with thorough research.

The instructor maintains high academic standards and expects students to consistently strive for excellence. Your assignment should reflect the following:

Comprehensive Use of Sources:
- Incorporate textbook theories, concepts, and at least three (3) peer-reviewed journal articles to support your analysis.
- Proper APA citation is essential to demonstrate deep engagement with the material.
Substantial Analysis:
- Move beyond surface-level responses by providing insightful, well-developed arguments.
- Offer unique perspectives and link theories to practical examples to enhance your discussion.
Attention to Detail:
- Ensure your writing is clear, polished, and well-organized.
- Adhere to the required page count and APA formatting guidelines.

This assignment is not just about fulfilling a requirement—it is an opportunity to showcase academic excellence.

Additionally, your performance on this assignment will significantly influence my decision to collaborate with you on future coursework throughout my academic journey.

7/3/23, 11:55 AM

ACT-500-MASTER-Managerial Accounting

Name

Discussion 25

Description

25 points

Rubric Detail
Levels of Achievement
Criteria

Exceeds
Expectations

Meets
Expectation

Some
Expectations

Unsatisfactory

Quantity

5 to 6 points

3 to 4 points

1 to 2 points

0 to 0 points

Initial post and
two other posts
of substance.

Initial post and
one other post
of substance.

Initial post only.

Did not
participate.

5 to 6 points

3 to 4 points

1 to 2 points

0 to 0 points

Demonstrates
excellent
knowledge of
concepts, skills,
and theories
relevant to the
topic.

Demonstrates
knowledge of
concepts, skills,
and theories.

Demonstrates
satisfactory
knowledge of
concepts, skills,
and theories.

Did not
participate.

5 to 6 points

3 to 4 points

1 to 2 points

0 to 0 points

Discussion
post(s) exceed
expectations in
terms of support
provided and
extend the
discussion.

Discussion
post(s) meet
expectations in
terms of
support
provided.

Statements are
satisfactory in
terms of
support
provided.

Did not
participate.

6 to 7 points

4 to 5 points

1 to 2 points

0 to 0 points

Writing is well
organized, clear,
concise, and
focused; no
errors.

Some significant
but not major
errors or
omissions in
writing
organization,
focus, and
clarity.

Numerous
significant
errors or
omissions in
writing
organization,
focus, and
clarity.

Did not
participate.

Content

Support

Writing

View Associated
Items

1/2

7/3/23, 11:55 AM

ACT-500-MASTER-Managerial Accounting

Close Window

2/2

Chapter 3
Performance Management and Strategic
Planning

3-2

Overview
■

■

Definition and Purposes of Strategic Planning
Linking Performance Management to the Strategic
Plan
Strategic Planning Process
• Critical Role of HR in Strategic Planning
• Devising an environmental (i.e., SWOT) analysis
• Produce state-of-the-science mission and vision
statements, objectives, and strategies
• Devise effective job descriptions
Building Support

3-3
Copyright © 2023 Chicago Business Press

Strategic Planning: Definition
■

Process
• Describe the organization’s destination
• Assess barriers
• Select approaches for moving forward

3-4

Strategic Planning: Goal
■

■

Allocate resources to provide the organization
with competitive advantage
Blueprint that defines how the organization will
allocate its resources in pursuit of its most critical
and important objectives

3-5

Strategic Planning: Purposes
Helps define the organization’s identity
Helps organizations prepare for the future
Enhances ability to adapt to environmental changes
Provides focus and allows for better allocation of resources
Provides focus and allows for better allocation of resources

Produces an organization of new options and opportunities
Provides employees with information to direct daily activities

3-6

Aligning Strategic Plan & Performance

3-7
Copyright © 2023 Chicago Business Press

Strategic Planning : Overview
■

Organizational Strategic Plan
• Mission; Vision; Objectives; Strategies

■

Unit Strategic Plan

• Mission; Vision; Objectives; Strategies
■

Job Descriptions
• Tasks; Knowledge; Skills; Abilities

3-8

Strategic Planning Process
■
■
■
■

■
■
■

Critical Role of the HR Function
Environmental (SWOT) Analysis
Mission
Vision
Objectives
Strategies
Job Descriptions

3-9

Strategic Planning Process
Critical Role of the HR Function
■
■

■

Communicate knowledge of strategic plan
Outline knowledge, skills, and abilities (KSAs)
needed for strategy implementation
Propose compensation systems

3-10

Strategic Planning Process
Environmental Analysis
Identifies external and internal trends
■ To understand broad industry issues
■ Used to make decisions using “big picture” context

3-11

Strategic Planning Process
Environmental Analysis Internal Trends

■

Strengths:
• Internal characteristics that organization uses
to its advantage
Weaknesses:
• Internal characteristics that can hinder success
of the organization

3-12

Strategic Planning Process
Environmental Analysis External
Trends
■

■

Opportunities:
• Environmental characteristics that can help the
organization succeed
Threats:
• Environmental characteristics that can prevent
the organization from being successful

3-13

Strategic Planning Process
Environmental Analysis
Trends to Consider
External

Internal

Economic

Organization structure

Political/Legal

Organization culture

Social

Politics

Technological

Processes

Competitors

Size

Customers

Blank

Suppliers

Blank

3-14
Copyright © 2023 Chicago Business Press

Strategic Planning Process
Gap Analysis
Analyzes:
External environment
(opportunities and threats)
vis-à-vis
Internal environment
(strengths and weaknesses)

3-15

Strategic Planning Process
Gap Analysis Determines

3-16

Strategic Planning for the Organization

Environmental and Gap Analyses provide
information for organizations to decide:
■
Who they are
■

What they do

3-17

Company Spotlight(1 of 2)
SWOT
Strengths

Weakness

• First to market
• Host incentive(hosts can
make money)
• Ease of use (search by
price, location, dates)
• Website design
• Profiles (browse hosts
and review them)
• No daily updates required
for listings

• Lack of brand awareness
in new markets
• Company quality
dependent on hosts and
customer
• Ease of competitor entry
• Legal cost to deal with
zoning laws(e.g.,
prohibiting people from
running a business)
• Insurance costs to protect
hosts and customers

3-18

Company Spotlight(2 of 2)
SWOT
Opportunities

Threats

• Lower prices than hotels
• More connected to city and
its culture
• Easy to become a host and
connect with local residents
• Large market for temporary
housing
• Growing use of online
booking

• Established lodging
providers(e.g., hotels)
• Online rooms(e.g.,
craigslist, couch surfing
com)
• Competitors copying
business model
• Bad press surrounding poor
room, poor customers, or
poor hosts

3-19

Company Spotlight
Gap Analysis
■

■

Provide alternative to hotels by providing
temporary housing that allows hosts to make
money and users to save money and experience
local culture.
Provide easy-to-use web platform that allow hosts
to easily list temporary housing by posting their
listing once, and users to easily search and filter.

3-20

Mission
A good mission statement answers:
✔ Why does the organization exist?
✔ What is the scope of the organization’s activities?
✔ Who are the customers served?
✔ What are the products or services offered?

3-21

Mission Statement Should Contain:
Basic product/service to be offered(does what)
Primary markets or customer groups to be served (to whom)
Unique benefits, feature, and advantages of products/services(with
what benefits)
Technology to be used in production or delivery
Fundamental concern for survival through growth and profitability
Managerial philosophy of the organization
Public image sought by organization
Self-concept of business adopted by employees, shareholders and
other stakeholders

3-22

Vision

■
■
■

Statement of future aspirations
Focuses attention on what is important
Provides context for evaluating
• Opportunities
• Threats

3-23

A Good Vision Statement: Eight
Characteristics
Brief
Verifiable
Bound by a timeline
Current
Focused
Understandable
Inspiring
A stretch

3-24

Objectives(1 of 2)

■

What organization hopes to achieve in
the medium- to long-range period
• Next three to five years

3-25

Objectives(2 of 2)
■

■

■
■

More specific information regarding how mission
will be implemented
Basis for making decisions by keeping outcomes in
mind
Allows for comparison of what needs to be achieved
versus what each unit, group, and individual is
achieving
A source of motivation
Provides employees with a more tangible target for
which to strive

3-26

Strategies
■

■

Descriptions of game plans or how-to procedures
to reach the stated objectives
Address issues of:
• Growth
• Survival
• Turnaround
• Stability
• Innovation
• Talent Acquisition

• Leadership

3-27

Strategic Plans at Unit Level
■

■

Every Unit mission statement, vision statement,
goals, and strategies
Must clearly align with and be congruent with
Organization’s mission statement, vision
statement, goals, and strategies

3-28

Job Descriptions

■

Need to be congruent with and support the
organization and unit mission, vision, objectives,
and strategies
Provides information about the various tasks
performed, together with a description of some of
the KSAs required for the position

3-29

Building Support—
Answering “What’s in It for Me?”
■

■

For top management support:
• Emphasize that PM helps carry out an
organization’s vision
For support from all levels:
• Clearly communicate nature and consequences
of PM
• Involve employees in the process of PM design
and implementation

3-30

Individual and Team Performance

■

Organization and Unit mission, vision, goals lead
to 🡪
Performance management system, which:
• Motivates employees
• Aligns development plans with organization
priorities

3-31

What’s In It for Me (WIIFM)?

■

How does answering this question build support
for the performance management system?
What role does context play in crafting the
message about performance management?

3-32

Quick Review
■

■

Definition and Purposes of Strategic Planning
Linking Performance Management to the
Strategic Plan
• Critical Role of HR in Strategic Planning
• Devising an environmental (i.e., SWOT)
analysis
• Produce state-of-the-science mission and
vision statements, objectives, and strategies
• Devise effective job descriptions
Building Support

3-33

■

All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.

Chapter 3
Performance Management and Strategic
Planning

3-2

Overview
■

■

3-3
Copyright © 2023 Chicago Business Press

Strategic Planning: Definition
■

Process
• Describe the organization’s destination
• Assess barriers
• Select approaches for moving forward

3-4

Strategic Planning: Goal
■

■

3-5

Produces an organization of new options and opportunities
Provides employees with information to direct daily activities

3-6

Aligning Strategic Plan & Performance

3-7
Copyright © 2023 Chicago Business Press

Strategic Planning : Overview
■

Organizational Strategic Plan
• Mission; Vision; Objectives; Strategies

■

Unit Strategic Plan

• Mission; Vision; Objectives; Strategies
■

Job Descriptions
• Tasks; Knowledge; Skills; Abilities

3-8

Strategic Planning Process
■
■
■
■

■
■
■

Critical Role of the HR Function
Environmental (SWOT) Analysis
Mission
Vision
Objectives
Strategies
Job Descriptions

3-9

Strategic Planning Process
Critical Role of the HR Function
■
■

■

Communicate knowledge of strategic plan
Outline knowledge, skills, and abilities (KSAs)
needed for strategy implementation
Propose compensation systems

3-10

Strategic Planning Process
Environmental Analysis
Identifies external and internal trends
■ To understand broad industry issues
■ Used to make decisions using “big picture” context

3-11

Strategic Planning Process
Environmental Analysis Internal Trends

■

Strengths:
• Internal characteristics that organization uses
to its advantage
Weaknesses:
• Internal characteristics that can hinder success
of the organization

3-12

Strategic Planning Process
Environmental Analysis External
Trends
■

■

Opportunities:
• Environmental characteristics that can help the
organization succeed
Threats:
• Environmental characteristics that can prevent
the organization from being successful

3-13

Strategic Planning Process
Environmental Analysis
Trends to Consider
External

Internal

Economic

Organization structure

Political/Legal

Organization culture

Social

Politics

Technological

Processes

Competitors

Size

Customers

Blank

Suppliers

Blank

Strategic Planning Process
Gap Analysis
Analyzes:
External environment
(opportunities and threats)
vis-à-vis
Internal environment
(strengths and weaknesses)

3-15

Strategic Planning Process
Gap Analysis Determines

3-16

Strategic Planning for the Organization

Environmental and Gap Analyses provide
information for organizations to decide:
■
Who they are
■

What they do

3-17

Company Spotlight(1 of 2)
SWOT
Strengths

Weakness

3-18

Company Spotlight(2 of 2)
SWOT
Opportunities

Threats

3-19

Company Spotlight
Gap Analysis
■

■

3-20

3-21

3-22

Vision

■
■
■

Statement of future aspirations
Focuses attention on what is important
Provides context for evaluating
• Opportunities
• Threats

3-23

A Good Vision Statement: Eight
Characteristics
Brief
Verifiable
Bound by a timeline
Current
Focused
Understandable
Inspiring
A stretch

3-24

Objectives(1 of 2)

■

What organization hopes to achieve in
the medium- to long-range period
• Next three to five years

3-25

Objectives(2 of 2)
■

■

■
■

3-26

Strategies
■

■

Descriptions of game plans or how-to procedures
to reach the stated objectives
Address issues of:
• Growth
• Survival
• Turnaround
• Stability
• Innovation
• Talent Acquisition

• Leadership

3-27

Strategic Plans at Unit Level
■

■

Every Unit mission statement, vision statement,
goals, and strategies
Must clearly align with and be congruent with
Organization’s mission statement, vision
statement, goals, and strategies

3-28

Job Descriptions

■

3-29

Building Support—
Answering “What’s in It for Me?”
■

■

3-30

Individual and Team Performance

■

Organization and Unit mission, vision, goals lead
to 🡪
Performance management system, which:
• Motivates employees
• Aligns development plans with organization
priorities

3-31

What’s In It for Me (WIIFM)?

■

How does answering this question build support
for the performance management system?
What role does context play in crafting the
message about performance management?

3-32

Quick Review
■

■

3-33

■

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