Posted by Melda Research on February 7th, 2019
The purpose of a business performance process encompasses the reviewing of the general business performance as well as determining the ways a business can attain its objectives. It normally makes it possible for the business to aggregate efficiently, collect and consequently analyze the available data from their diverse sources. Through these processes, the business can implement the most appropriate business action that promotes the success of the business. The BPM makes it possible for the business to improve its productivity, automate tasks, monitor and additionally analyze the businesses processes, augment efficiency in addition to identifying the opportunities for cost saving. The BPM additionally generates new business ideas, analyzes tasks, measures the key performance objectives and consequently predicts the outcomes in the business (Parmenter, 2007).
The process for the implementation of the BPM process includes:
The commitment from the top is whereby the position prevalent is that the performance management for all the individuals in the organization. In this case, the support of the top management cadre in the organization ensures that the process retains its credibility. Thus, it is imperative for the members of the management to ensure that they are leading by example, offering the guidance that the junior employees can base their actions. The management will be accountable for the process of leading their employees (Kiraka & Manning, 2005).
Possession of clear objectives entails the precise description of the expected process outcomes rather than tasks. The tasks encompass the manner in which the attainment of the outcomes happens and could get altered whereas the outcomes of the process are normally unchanged unless there is a shift of the business priorities. Ensuring that the objectives of the process follow the SMART platform will guarantee the clarification of the employees’ expectations. The resultant outcome is that the performance review process complied at the end of the year will be more transparent as well as open (Kruppke & Bauer, 2005).
Balancing feedback offers the necessary information that informs the performer the degree they should undertake their operations with the objective of improving their performance. In this case the provision of the feedback should be immediate to exert the necessary impact on the performance; storing the feedback for provision at a later date is normally de-motivating to the employees (Devis & Brabander, 2009).
Implementing a regular review of the progress is an instrumental step in ensuring implementation of the desired activity undertaken. The quarterly review should encompass the progress against the objectives, the positive feedback on the development, reviewing of the development plan, adjusting the objectives regarding the modifications of the business priorities (Parmenter, 2007). Developing plans that encompass the establishment of the shortfalls and identifying the means of resolving the prevalent gaps. It is a live document encompassing the reviews of progress as well as the necessary amendments in line with the objectives.
The importance of the BMP to an organization is very significant in their in the measuring as well as improving their employee capabilities. The technology applied in the support of the contemporary management facilitates transparency of the process as well as offering valuable data necessary for measuring organizational success. The overall importance of the BMP to organizations encompasses the elevation of the employee retention, job satisfaction as well as earning their loyalty. Additionally the processes normally support the development of a global leadership platform in addition to revamping and improving their employee learning. The realization of these objectives is via the delivery of regular feedback, establishment and communication of clear performance expectations along with identification of the organizations’ employee career paths. Linking of performance to the necessary compensation additionally keeps the employee motivated in addition to offering learning opportunities for employee development (Kiraka & Manning, 2005).
Devis, B., & Brabander, E. (2009). ARIS Design Platform – Getting Started With BPM. Berlin: Springer.
Kiraka, R., & Manning, K. (2005). Managing Organizatios Through a Process-Based Perspective: Its Challenges and Benefits. Knowledge and Process Management, 12 (4), 288-298.
Kruppke, H., & Bauer, T. (2005). No Business Intelligence Without Process Intelligence. In A. W. Scheer, W. Jost, H. Heß, & A. Kronz (Eds.), Corporate Performance Management. Berlin: Springer.
Parmenter, D. (2007). Key Performance Indicators: Developing, Implementing, and Using Winning KPIs. Hoboken: John Wiley & Sons.
About the AuthorMelda Research
Joined: January 25th, 2019
Articles Posted: 80
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