Performance Strategies

Overview

Please this question is in 2 parts. The first part is a discussion question and the second part is annotated bibliography.

Why is it important to measure organizational performance through HR metrics? How might individual performance strategies be aligned with HR and organizational strategies?

An HR operating plan consists of various strategies that are aligned with the organization’s mission, vision, and its larger strategies. Departments often develop performance goals as action steps that support organizational HR strategies identified to improve overall organizational performance. For this Discussion, you explore how various pay–for–performance strategies might support several organizational objectives and the HR operating strategies related to organizational performance.

.Post a response to the following Discussion questions/prompts based on this week’s readings and your own academic research:

• Explain how pay–for–performance strategies may align HR and organizational strategies.
• Explain how the combinations of individual versus team and monetary versus non–monetary compensation decisions affect achievement of HR strategies. Provide one example.
• Describe one way HR can predict if an incentive is desired by the workforce.
• Suggest one way supervisors can be held accountable for reducing voluntary turnover and developing successors. Please it must have appropriate citation of peer-reviewed, scholarly references.

• Post an annotated bibliography with 6 peer reviewed scholarly new references with a detailed notes section that contains the following:
  • Incorporation and analysis of the Required Resources from this 2-week unit, including identification of any apparent gaps in the literature
  • An original research topic related to the week’s literature (the proposed research topic can be related to the general topic for the week or to gaps in the literature for the week, or it can be related to a specific reading for the week)
  • Background information on the research topic, including identification of principal schools of thought, tendencies in the academic literature, or commonalities that define the academic scholarship regarding your topic
  • Evaluation of the main concepts with a focus on their application to business/management practice and their impact on positive social change
  • A minimum of 6 peer-reviewed, scholarly new references..
  • Please the annotated bibliography should have an introduction and a conclusion
  • Required Readings
    • Aryankhesal, A., Sheldon, T. A., & Mannion, R. (2012). Role of pay–for–performance in a hospital performance measurement system: A multiple case study in Iran Download Role of pay–for–performance in a hospital performance measurement system: A multiple case study in Iran. Health Policy and Planning, 28(2), 206–214. https://doi.org/10.1093/heapol/czs055
    • Carlson, K. D., & Kavanagh, M. J. (2012). HR metrics and workforce analytics. In M. J. Kavanagh, M. Thite, & R. D. Johnson (Eds.), Human resource information systems: Basics, applications, and future directions (pp. 150–174). http://www.uk.sagepub.com/upm–data/41672_6.pdf
    • Chavan, M. (2009). The balanced scorecard: A new challenge. Journal of Management Development, 28(5), 393–406.
    • Corsello, J. (2012). Maximizing talent management through the cloud. Human Resource Management International Digest, 20(4), 27–30.
    • Fink, A. A. (2010). New trends in human capital research and analytics. People and Strategy, 33(2), 14–21.
    • Gates, S., & Langevin, P. (2010). Human capital measures, strategy, and performance: HR managers' perceptions. Accounting, Auditing & Accountability Journal, 23(1), 111–132.
    • Irs, R. (2012). Pay-for-performance in Estonian general educational schools: the situation for further development. Baltic Journal of Management, 7(3), 302–332.
    • Lee, Y., & Lau, S. (2011). HR metrics, benefits brokers, workers in the European Union. HRMagazine, 56(9), 26–27.
    • Longo, M., & Mura, M. (2008). Stakeholder management and human resources: development and implementation of a performance measurement system. Corporate Governance, 8(2), 191–213. https://doi.org/10.1108/14720700810863814
    • Moyle, J. (2012). HR metrics: Measuring up: Strategic pay's latest HR metrics survey benchmarks everything from recruitment and training, to sick days, absenteeism and staff turnover. New Zealand Management, 42.
    • Nyberg, A. J., & Ployhart, R. E. (2013). Context-emergent turnover (CET) theory: A theory of collective turnover.Links to an external site. Academy of Management Review, 38(1), 109–131. https://doi.org/10.5465/amr.2011.0201
    • OASIS. (n.d.). APA course paper template (APA 7). Walden University. https://academicguides.waldenu.edu/writingcenter/t...Important Note: This template must be used for the Weeks 6–7 Assignment 2. It is recommended that you download and save this template so you have it available for future Assignments.
    • Patel, S. (2010). Empowering human capital management through HR metrics. Electric Light and Power, 88(1), 24, 26–27.
    • Royal, C., & O’Donnell, L. (2008). Emerging human capital analytics for investment processes. Journal of Intellectual Capital, 9(3), 36–379. https://doi.org/10.1108/14691930810891983
    • Schiemann, W. A. (2007). HR metrics: Myths, best practices, and practical tips. http://www.metrus.com/materials/HR_METRICS_Myths_a...
    • Taticchi, P., Balachandran, K., & Tonelli, F. (2012). Performance measurement and management systems: state of the art, guidelines for design and challenges. Measuring Business Excellence, 16(2), 41–54. https://doi.org/10.1108/13683041211230311
    • Walden University Library. (n.d.). Company research overviewLinks to an external site.. https://academicguides.waldenu.edu/library/company...
      
      Note: Use this resource to locate an organization for your Final Paper.
    • Weeks, K. O. (2013, June). An analysis of human resource information systems impact on employees. Journal of Management Policy and Practice, 14(3), 35–49.
    • Weibel, A., Rost, K., & Osterloh, M. (2009). Pay for performance in the public sector—Benefits and (hidden) costs. Journal of Public Research and Theory. https://doi.org/10.1093/jopart/mup009
    • Weyhrauch, W. S., & Culbertson, S. S. (2009). Creating a performance incentive system: Can risk, distortion, and manipulation be successfully balanced? Academy of Management Perspectives, 23(3), 98–100. https://doi.org/10.5465/AMP.2009.4347927