Measurement and Reporting (2)

Measurement and Reporting

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Measurement and Reporting

Measurement and reporting have enabled the organization to increase the efficiency of work through the motivation of the employees. Employees have also created an enabling environment to perform their duties to enhance customer satisfaction. Therefore, the provided measurement and reporting describe the progress and reporting containing the measures and report, plans for acceptance and applying the practical evaluation system in the workplace.

Progress Report

Measures

As a company evaluator, the measures include the organisation’s activities to achieve its objectives and missions. The company determines the current financial situation concerning the competitors. The economic situation is resolved based on the company’s ability to satisfy the consumers’ needs to adjust to sustainable and cost-effective production approaches, hence a continuous supply chain. Also, the company identifies the challenges that need to be addressed by creating a free forum through which all the employees take the initiative to point out the managerial, financial and production challenges characterizing the company. Another measurement initiative involves determining the appropriate solutions to the company’s challenges. The determination of the solution gets based on using the available resources to create innovative approaches to reaching the business goals by minimizing the possible threats. Moreover, the company determines the potential barriers to the proposed challenge resolution (Workplace Training and Development Commission (Great Britain), 2021). The possible barriers determination enables the company to highlight the threats that may create a loophole in the finance, production and marketing frameworks. Furthermore, taking action is the best initiative through which the company tries to create an enabling production environment for business sustainability.

Reports

Reports enable the company to provide information to consumers, creating a good overview of the company’s performance. The significant reports entail a letter from the chief executive officers summarising the organization’s performance in the previous years by addressing the shareholders. The chief executive officers highlight the company’s achievements. Also, the report entails performance highlights that show the achievement, like the reached goals and the awards received by the company (Ochoa et al., 2019). The performance highlight enables the shareholders to get satisfied with the company’s investments. Consequently, the financial statement creates a significant part of the report by providing quantitative data on the financial performance of the previous fiscal year. It includes the balance sheet, cash flow statement, and income statement. Furthermore, the outlook for the previous years remains the business report that enables the company to understand the current performance position and the plans for future growth (Ochoa et al., 2019). Most importantly, the reports include the shareholders and the potential investors by giving insights into the strategies considering the goals and objectives. It continues to define the employees and the customers by providing incentives and emphasizing high-quality production.

The plans for Acceptance

The acceptance plan determines the agreement between the clients and the managers by stating the task needed for completion and the criteria met in approving the acceptance at the end of the project. It contains the deliverables that describe the tangible and intangible services and products provided to customers. The company offers the MMS that enhances the communication between the management and the clients concerning any production, marketing and financial issues. It has also provided reports that enable the clients to understand and examine the business’s overall performance in relation to their need to purchase the products. Plans for acceptance continue to entail the criteria of meeting the customers’ needs, which the company has undertaken to enhance maximum production. Customers’ needs and wants require comprehensive care determination techniques based on the criteria for handling the final project (Andrianova & Antonacopoulou, 2020). The company has outlined how the instruction of achieving the objectives will be reached.

The use of Evaluation System and Scorecards

The company has developed balanced score cards and organized them into vital specific areas. The immediate vicinity of the scorecard is the financial perspective that defines the specific economic matrices the company had used historically in the performance evaluation. Examples of the financial score cards which the company has adopted include earnings per share, sales growth, revenue growth, and inventory turnover. Consequently, the internal business perspective constitutes a scorecard that enables the company to monitor internal operations to meet its strategic goals (Muda, 2018). The company has applied the use of machines downtown, transaction efficiency, and the number of products produced by the employee. Customer perspectives remain part of the scorecard as the company has used the comprehensive variable to measure customer satisfaction with service delivery. It also entails the number of new customers and referrals, repeat customers and market shares. Moreover, the company has used customer scorecards to assess customer loyalty by determining the quantitative and qualitative survey of the number of repeated customers. The company targets a 95% customer satisfaction rating. The market share target also targets a 10% increment to provide an enabling environment for acquiring new customers. Customer loyalty remains an initiative of customer evaluation practices in the scorecards. The company targets 90% retention of the existing customers by improving the customer service delivery by the employees.

On an internal basis, the company has improved the production processes to reduce the production time hence improving the delivery efficiency to consumers (Muda, 2018). The company targets a 10.5% decrease in production to consumer time. Also, the company tries to reduce the waste on the products produced through a 15.8% target decline in waste generation per production process. It has also enhanced the carbon footprint reduction through the 5% decrease in exhaust and effluents pollutants. Notably, the company, in its score card, has increased the motivation of workers through empowerment by exhibiting the management training courses characterized by internal and external wards. As a result, 20.5% of the employees have completed the management training courses. Most importantly, the company has improved employee retention by creating 90% efficiency in overall employee satisfaction. 50% of the employees have also been increased by using the open door policy to enhance customer service and product delivery. The company has emphasised the production ideas through innovation, hence exhibiting a 20% increase in the production of new products.

Evaluation System Best Suited for Work Environment

Job Classification Evaluation System

The company uses job classification to evaluate the employees based on their job characteristics. The job classification methods enable the management to determine the best-performing employees and organize the appropriate awards (Strah et al., 2022). The managers can also improve creativity and innovative approaches using the grading frameworks.

Stages of Development of Job Classification Evaluation System

The first stage involves the specification of the project parameters that enable the organization to gain approval through the support of senior management. The second stage is the selection of the jobs to be classified. Thirdly, the direction collects data consistent with the job classification by specifying trustworthy data collection techniques. Data collected is then analyzed through the determination of documented job content. The point is consequently used in developing the job hierarchy, where the jobs are grouped into grades based on breaks, defensive, undesirable, and practical approaches (Tsujita et al., 2021). The management allocates the jobs into the existing pay structure to develop a new system. Moreover, the human resource manager documents the design and establishes operating procedures that entail formal and informal decision-making policies. The last stage of job classification is the approval and implementation by the administrative system.

Analysis and Recommendations for Improving the Job Classification Evaluation System

Improving the job analysis evaluation system requires a systematic framework enabling employees to exhibit the quality production process (Tsujita et al., 2021). The production of quality goods and services will enhance customer satisfaction and provide an insight into empowerment and motivation. As such, the following are the recommendations for improving the job classification evaluation system.

The job classification evaluation system should engage key stakeholders in reviewing the evaluation for the recommendations before the final analysis.

The evaluation process should focus on the actions within the control of the intender users.

The specification evaluation should be written in specific and explicit language.

It should continue to explain the potential cost, challenges and benefits associated with the evaluation process.

The evaluation process should also exercise political and personal sensitivity.

The management should invite stakeholders to review and discuss the evaluation process.

Conclusion

Using a job classification evaluation system has given the organisation a competitive advantage over other competitors. The company has also identified innovative approaches through the classification system to encourage the employees’ hard work. As such, the evaluation process used by the company has encouraged comprehensive reporting, determination of the appropriate measures, and profitable planning for acceptance. It has also enabled the proper use of score cards to analyze the employees’ job performance.

References

Tsujita, Y., Uno, A., Sekizawa, R., Yamamoto, K., & Sueyasu, F. (2021, March). Job classification through long-term log analysis towards power-aware HPC system operation. In 2021 29th Euromicro International Conference on Parallel, Distributed and Network-Based Processing (PDP) (pp. 26-34). IEEE. https://ieeexplore.ieee.org/abstract/document/9407219/Strah, N., Rupp, D. E., & Morris, S. B. (2022). Job analysis and job classification for addressing pay inequality in organizations: Adjusting our methods within a shifting legal landscape. Industrial and Organizational Psychology, 15(1), 1-45. https://www.cambridge.org/core/journals/industrial-and-organizational-psychology/article/job-analysis-and-job-classification-for-addressing-pay-inequality-in-organizations-adjusting-our-methods-within-a-shifting-legal-landscape/10C98FAD9DD22B6FA6CE8008E7985F2BMuda, I., Erlina, I. Y., & AA, N. (2018). Performance audit and balanced scorecard perspective. International Journal of Civil Engineering and Technology, 9(5), 1321-1333. https://www.researchgate.net/profile/Iskandar-Muda/publication/336716168_Performance_Audit_and_Balanced_Scorecard_Perspective/links/5b4dc680a6fdcc8dae24d17c/Performance-Audit-and-Balanced-Scorecard-Perspective.pdfWorkplace Training and Development Commission (Great Britain). (2021). Report of the Workplace Training and Development Commission. https://www.voced.edu.au/content/ngv:91798Ochoa, P., Lepeley, M. T., & Essens, P. (Eds.). (2019). Wellbeing for sustainability in the global workplace. London: Routledge.

Andrianova, O., & Antonacopoulou, E. (2020). Responsible manager’s workplace learning. Research Handbook of Responsible Management, 485-500. https://www.elgaronline.com/abstract/edcoll/9781788971959/9781788971959.00042.xml