DOC660-4

Running Head: ANNOTATED OUTLINE FOR LITERATURE REVIEW 1

ANNOTATED OUTLINE FOR LITERATURE REVIEW 2

Annotated Outline for Literature Review

DOC660 Innovation and Creativity in Business

Trident University

Dr. Salvaggio

February 12, 2021

Annotated Outline for Literature Review

This paper provides an outline of the literature review chapter of my project draft. In other words, the major focus of the outline is performance management. This includes providing the definition of performance management, its historical context, criticisms and purpose, and the various models applicable to SMEs. The outline also articulates the main concepts of performance management and performance management issues. Additionally, the various components of an effective performance management system are also outlined.

Definition of Performance Management

Performance is defined as a process that is associated with numerous behaviours aimed at realizing some predetermined goal. Performance can also be defined as an outcome of work, which relates to an organization's economic contributions, customer satisfaction, and strategic goals. On the other hand, performance management is defined by Khahan (2016) as a systematic approach that seeks to improve individual as well as team performance towards the realization of goals. Articles by Khahan (2016) and Råheim, Magnussen, Sekse, Lunde, Jacobsen & Blystad (2016) will be used in providing more details of the definition of performance management.

Historical Context

This section will provide a brief history of performance management, when it was first mentioned, and how the term has evolved over time. The section will particularly provide important insights on how performance management has been utilized by organizations over the years, including its building blocks, rationale, and implications to organizations. By examining the history of performance management, the idea is to enhance human nature and the significance of managing performance towards aligning individual gals to a common vision that spearheads organizational success. Sources like Khahan (2016) and White (2008) will be utilized in providing a more comprehensive overview of performance management.

Understanding Small and Medium-Sized Enterprises

SMEs include businesses with assets, revenues, or the number of employees that do not exceed a specific level. The criterion utilized to determine an SME tends to vary from one country or industry to another. Defining an SME is critical in differentiating SMEs from large corporations. In the context of the US, Small Business Administration (SBA) is tasked with establishing the standards for SMEs, which help determine the upper limits for the eligibility of a business for targeted funding and desirable government contracts (Blanchard, 2018). Based on the industry, the limits may be tied to the number of employees or revenue. The sources used in describing an SME are Ates, Garengo, Cocca, & Bititci (2013); White (2008), and Mankins & Steele (2005).

Purpose of Performance Management

Performance management aims at improving the performance of individual employees as well as the entire organization. It helps individuals in realizing their full potential, which is beneficial to their endeavors and those of the organization. Although performance management may be perceived to focus more on under-performers, it provides a framework through which individuals' performance is improved while also ensuring that they better utilize their abilities. Different sources selected for use in this research have provided information regarding the purpose of performance management. Those used to complete this section include Mankins & Steele (2005), White (2008), and Khahan (2016).

Performance Management System (PMS)

Performance management refers to a continuous communication process between employees and supervisors, which is aimed at supporting the accomplishment of an organization's strategic objectives. This form of communication may include such attributes as reviewing results, providing feedback, identifying goals, setting objectives, as well as clarifying expectations. The performance management system is understood as a continuous methodological process whereby the human resources department endeavours to advance the effectiveness of the organization by the achievement of the stated organizational objectives, mission, and vision through personnel participation (Karr, 2014). Sources used to describe performance management include Ates et al. (2013), Mankins & Steele (2005), and Pettinger (2002).

Implementation of PMS

In today's world, PMS plays a fundamental role in improving the productivity of individual teams in an organization. Proper implementation of the MPS is key for successful organizations, which may be done in the following ways: clarification of expectations – clear statement of the specific attitudes and output expected from staff; observation and assistance of performance – attentive watching of the pursuit of the performance management plan and appropriate intervention when and where necessary as a way of ensuring compliance; evaluation of performance – assessment of behavior and/or outcomes in the task execution process; interaction and positive review – involves discussion of performance, sharing of observations, and request for feedback from staff as well as joint innovation regarding areas of improvement in the future. Sources used include White (2008), Pettinger (2002), and Poister (2008).

Issues of Performance Management

By definition, an issue is a problem or subject that is subject to a discussion or debate by an individual or group of people. In the context of the research project pursued in the course, "issues" include the problems faced by organizations in the performance management system. The implication is that much focus will be directed towards addressing performance problems in the organization under study. Some of the performance issues that will be discussed in the literature review include: quantity of work (limited production and untimely completion) – This includes such attributes as poor scheduling, timing, and prioritizing; lost time (absenteeism, lateness, excessive use of phones, misuse of sick leave); poor responsiveness to work-relates requests and untimely assignment completion; preventable accidents; and quality of work – experienced when an organization fails to meet quality standards. It includes issues such as inaccuracies and errors, failure to meet expectations for the service, cost, or quality of products, customer dissatisfaction, waste of materials, and poor or inappropriate work methods. The sources used include White (2008) and Pettinger (2002).

Work Behaviors related to Performance Issues

The literature review will also discuss the various work behaviors that are associated with performance issues. These include: inappropriate behaviors – hostility, lack of cooperation, negativism, refusal or failure to follow instructions, unwillingness to take responsibility, power games, and insubordination; resistance to change – inability, refusal, or unwillingness to update skills; resistance to work method, procedure, or policy changes; and inflexibility in response to issues or problems at workplace; and inappropriate interpersonal relations – inappropriate communication styles, destructive sarcasm or humor, fighting, inappropriate conflicts with other employees, and being impatient, argumentative, or inconsiderate. The sources that will be utilized to complete this section include Mankins & Steele (2005) and Khahan (2016).

References

Ates, A., Garengo, P., Cocca, P., & Bititci, U. (2013). The development of SME managerial practice for effective performance management. Journal of small business and enterprise development.

Fauske, H., Busi, M., & Alfnes, E. (2007). Enabling performance management in SMEs: A study into what SMEs need to measure and how they should manage performance. European Commission's CRAFT.

Khahan, N. (2016). Performance management for small and medium enterprises (SMEs) in Thailand. International Journal of Economic Research, Serials Publications, 13(14), 1641-1658.

Råheim, M., Magnussen, L. H., Sekse, R., Lunde, A., Jacobsen, T., & Blystad, A. (2016). Researcher–researched relationship in qualitative research: Shifts in positions and researcher vulnerability. International Journal of Qualitative Studies on Health and Well-being, 11, 10.3402/qhw.v11.30996.

White, M. (2008). Performance management systems and their effectiveness in SME's in the North West of Ireland: a case study.

Mankins, M. C., & Steele, R. (2005). Turning great strategy into great performance. Harvard business review, 2607.

Pettinger, R. (2002). Mastering employee development. Basingstoke; New York, NY: Palgrave,.

Poister, T. H. (2008). Measuring performance in public and nonprofit organizations. John Wiley & Sons.