Converse (pronounced /ˈkɒnvərs/) is an American shoe company that has been making shoes since the early 20th century.


HR policies and practices are strategically aligned with the goals and objectives of the organization. The company’s values, commitments, and objectives are embedded in every HR policy and practice and the company’s commitment to quality, flexibility and to its customers are communicated verbally to the employees and are also communicated through the HR policies and practices of the company. For example in order to promote consumer-centric approach, flexibility, and quality among employees, the performance management system was designed to measure the behaviors and results that support the company’s goals and objectives.


The change initiative was developed because Autoliv wanted to become more flexible, consumer-oriented and as a part of the company’s commitment to quality. The company wanted to invigorate its capabilities through the changes in HR policies and practices. The design and implementation of changes at Autoliv is still the responsibility of the top management. The CEO of Autoliv is the change leader that creates an appealing vision of the future and then develop a logical strategy for making it a reality. The CEO as the change leader also motivates people to pursue the vision.

The company introduced a cultural change which focused on the human side of the organization with particular emphasis on HR policies and practices. In the cultural change process, the company endeavored to change how things are done at Autoliv and sought to promote and reinforce the behaviors and results that are valued by the organization. The direction for change is set from the top and then participation from people below are encouraged.



The Change Leader

The success of an organizational change rests in the hands of the change leader. People in the organization looks up at the change leader and expects him to plan, to communicate, to implement and to guide in order for the change initiative to be successful. There are different roles and responsibilities that the leader must take (Gilley 2005). The roles of the change leader are the following:

1. Visionary

Leaders create and share visions. They make their visions the visions of the people that they lead. One responsibility of a leader is the challenge the status quo. Leaders look of opportunities and for challenges. They actively search for ways to change. The status quo represents complacency, mediocrity, and eventual decline – conditions that are unacceptable to most leaders. Leaders as visionaries imagine the future. Leaders have the ability to craft a mental picture of a state that does not exist yet. A vision of change portrays a vivid picture of the future. Leaders also develop a stewardship philosophy within the organization.



Performance Management

This essentially helps recognize, promote, assess, calculate, review, reform, and remunerate worker performance (Mathis & Jackson 2007). Performance management basically merges the establishment of aims, the evaluation of work accomplishments and its execution and growth to form a combined system whose goal is to guarantee that worker efficiency is directly proportional to the enterprise’s crucial goals. (Dessler et al 2007, p.236).

6.1 Strategic Purpose of a Performance Management System
• Lower Stress: - A performance management system reduces friction between managers and their subordinates as it encourages frequent communication. A lower level of stress is an important concept of the OH & S policy of .
• Moderate to High Levels of confidence: - A balanced performance management system supported by a strong communication network would help everyone in the organization in understanding what is expected of them and the rules and regulations to be followed.
• Focused on performance: - The department for reviewing the performance of the employees can in turn convert every employee`s performance into a tool to improve the performance of the organization.
• Given that these performance reviews happen more frequently, the discussion centers on performance of objectives rather than being dominated by the employees’ needs.
• Planning: - In case of regular performance management program that has periodic monitoring, the managers and their subordinates become better at planning and executing the organization`s objectives.
• Human Capital Development: - The Performance management systems although are designed to improve the organization`s performance but it also leads to personal development of an employee as they get more affianced with the organization.
6.2 Project Manager Performance Reporting System Guidelines
The objectives of performance reporting are to:
• Encourage Project Managers to implement a business culture of continuous improvement to benefit themselves and their clients
• Provide the Department of Commerce with performance data from past and current contracts to identify the best performing Project Managers.
• Ensure that the best performing prequalified contractors and consultants are offered more tendering opportunities than others.
• Share information with other Government agencies on contractor and consultant performance on current and past contracts.
• Facilitate the development of a more complete understanding of project procurement by identifying opportunities for improving future project stakeholder relationships and management practices (San Jose State University Research Foundation 2004).
Procurement Practice Guide Performance Management provides guidance to reporting on construction contractors and all categories of consultants. Definition and Relative Weighting of Grading:

Grading Definition Rating*
Superior Standard well above the acceptable standard of performance 10
Good Standard often exceeds the acceptable standard of performance 7
Acceptable Meets the acceptable standard of performance 5
Marginal Mostly meets the acceptable standard of performance but has some weakness. 3
Unsatisfactory Well below the acceptable standard of performance 0
Table 2. - Source: (NSW Department of Commerce 2008)

The performance score for a Project Manager on an engagement is based on the average of all performance reports for that engagement.
6.3 Performance Evaluation Criteria
The Performance Evaluation Criteria include: Environmental management, OH&S management, Procurement management, Risk management, Communications management, Human Resource management. (See Appendix 3 )


6.4 Performance Reporting
• Management of performance reporting using the Department of Commerce Contractor Performance Reporting System.
• Consult with the contractor in the preparation of Contractor Performance Reports (CPRs). (See Appendix 4)
• Provide the contractor with a copy of CPRs.
• Ensure that CPRs are fully complete, clearly legible, is well articulated, is readily understood (through feedback and consultation with the contractor and key report recipients), provide sufficient information and comments, and that comments are congruent with the performance ratings given.
• Ensure that CPRs are submitted promptly at the required dates or when any aspect of unsatisfactory performance is identified (San Jose State University Research Foundation 2004).

6.5 Performance Appraisal
Performance appraisal is a process of identification, evaluation and development of an employee`s performance to meet personal goals and organization`s standards (Dessler 2007). Performance appraisal programs provide information to improve job performance, to determine the future promotion strategy and establishes a remuneration policy (Montague 2007).
Steps in appraising performance:
• Defining and understanding the job
• The appraisal itself: appraisal methods
• Providing feedback: the appraisal interview
Rationale behind Performance Management and Appraisal
“Performance management aims to improve organizational, functional, unit and individual performance by linking objectives of each. It incorporates job design, recruitment and selection, training and development, career planning and compensation and benefits, in addition to performance appraisal.” (Stone 2005, p. 264)
A performance management system usually provides a graphical report of compliance, thus, building a valid plan for the development of its employees (Thomson 2003). Performance management helps an organization like to set clear objectives and targets for its employees, that would eventually result in a highly dedicated and task oriented workforce. A performance management system does not only enhance the employee`s performance but also improves the performance of the whole organization (Thomson 2003).
 
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jamescord

MP Guru
Converse (pronounced /ˈkɒnvərs/) is an American shoe company that has been making shoes since the early 20th century.


HR policies and practices are strategically aligned with the goals and objectives of the organization. The company’s values, commitments, and objectives are embedded in every HR policy and practice and the company’s commitment to quality, flexibility and to its customers are communicated verbally to the employees and are also communicated through the HR policies and practices of the company. For example in order to promote consumer-centric approach, flexibility, and quality among employees, the performance management system was designed to measure the behaviors and results that support the company’s goals and objectives.


The change initiative was developed because Autoliv wanted to become more flexible, consumer-oriented and as a part of the company’s commitment to quality. The company wanted to invigorate its capabilities through the changes in HR policies and practices. The design and implementation of changes at Autoliv is still the responsibility of the top management. The CEO of Autoliv is the change leader that creates an appealing vision of the future and then develop a logical strategy for making it a reality. The CEO as the change leader also motivates people to pursue the vision.

The company introduced a cultural change which focused on the human side of the organization with particular emphasis on HR policies and practices. In the cultural change process, the company endeavored to change how things are done at Autoliv and sought to promote and reinforce the behaviors and results that are valued by the organization. The direction for change is set from the top and then participation from people below are encouraged.



The Change Leader

The success of an organizational change rests in the hands of the change leader. People in the organization looks up at the change leader and expects him to plan, to communicate, to implement and to guide in order for the change initiative to be successful. There are different roles and responsibilities that the leader must take (Gilley 2005). The roles of the change leader are the following:

1. Visionary

Leaders create and share visions. They make their visions the visions of the people that they lead. One responsibility of a leader is the challenge the status quo. Leaders look of opportunities and for challenges. They actively search for ways to change. The status quo represents complacency, mediocrity, and eventual decline – conditions that are unacceptable to most leaders. Leaders as visionaries imagine the future. Leaders have the ability to craft a mental picture of a state that does not exist yet. A vision of change portrays a vivid picture of the future. Leaders also develop a stewardship philosophy within the organization.



Performance Management

This essentially helps recognize, promote, assess, calculate, review, reform, and remunerate worker performance (Mathis & Jackson 2007). Performance management basically merges the establishment of aims, the evaluation of work accomplishments and its execution and growth to form a combined system whose goal is to guarantee that worker efficiency is directly proportional to the enterprise’s crucial goals. (Dessler et al 2007, p.236).

6.1 Strategic Purpose of a Performance Management System
• Lower Stress: - A performance management system reduces friction between managers and their subordinates as it encourages frequent communication. A lower level of stress is an important concept of the OH & S policy of .
• Moderate to High Levels of confidence: - A balanced performance management system supported by a strong communication network would help everyone in the organization in understanding what is expected of them and the rules and regulations to be followed.
• Focused on performance: - The department for reviewing the performance of the employees can in turn convert every employee`s performance into a tool to improve the performance of the organization.
• Given that these performance reviews happen more frequently, the discussion centers on performance of objectives rather than being dominated by the employees’ needs.
• Planning: - In case of regular performance management program that has periodic monitoring, the managers and their subordinates become better at planning and executing the organization`s objectives.
• Human Capital Development: - The Performance management systems although are designed to improve the organization`s performance but it also leads to personal development of an employee as they get more affianced with the organization.
6.2 Project Manager Performance Reporting System Guidelines
The objectives of performance reporting are to:
• Encourage Project Managers to implement a business culture of continuous improvement to benefit themselves and their clients
• Provide the Department of Commerce with performance data from past and current contracts to identify the best performing Project Managers.
• Ensure that the best performing prequalified contractors and consultants are offered more tendering opportunities than others.
• Share information with other Government agencies on contractor and consultant performance on current and past contracts.
• Facilitate the development of a more complete understanding of project procurement by identifying opportunities for improving future project stakeholder relationships and management practices (San Jose State University Research Foundation 2004).
Procurement Practice Guide Performance Management provides guidance to reporting on construction contractors and all categories of consultants. Definition and Relative Weighting of Grading:

Grading Definition Rating*
Superior Standard well above the acceptable standard of performance 10
Good Standard often exceeds the acceptable standard of performance 7
Acceptable Meets the acceptable standard of performance 5
Marginal Mostly meets the acceptable standard of performance but has some weakness. 3
Unsatisfactory Well below the acceptable standard of performance 0
Table 2. - Source: (NSW Department of Commerce 2008)

The performance score for a Project Manager on an engagement is based on the average of all performance reports for that engagement.
6.3 Performance Evaluation Criteria
The Performance Evaluation Criteria include: Environmental management, OH&S management, Procurement management, Risk management, Communications management, Human Resource management. (See Appendix 3 )


6.4 Performance Reporting
• Management of performance reporting using the Department of Commerce Contractor Performance Reporting System.
• Consult with the contractor in the preparation of Contractor Performance Reports (CPRs). (See Appendix 4)
• Provide the contractor with a copy of CPRs.
• Ensure that CPRs are fully complete, clearly legible, is well articulated, is readily understood (through feedback and consultation with the contractor and key report recipients), provide sufficient information and comments, and that comments are congruent with the performance ratings given.
• Ensure that CPRs are submitted promptly at the required dates or when any aspect of unsatisfactory performance is identified (San Jose State University Research Foundation 2004).

6.5 Performance Appraisal
Performance appraisal is a process of identification, evaluation and development of an employee`s performance to meet personal goals and organization`s standards (Dessler 2007). Performance appraisal programs provide information to improve job performance, to determine the future promotion strategy and establishes a remuneration policy (Montague 2007).
Steps in appraising performance:
• Defining and understanding the job
• The appraisal itself: appraisal methods
• Providing feedback: the appraisal interview
Rationale behind Performance Management and Appraisal
“Performance management aims to improve organizational, functional, unit and individual performance by linking objectives of each. It incorporates job design, recruitment and selection, training and development, career planning and compensation and benefits, in addition to performance appraisal.” (Stone 2005, p. 264)
A performance management system usually provides a graphical report of compliance, thus, building a valid plan for the development of its employees (Thomson 2003). Performance management helps an organization like to set clear objectives and targets for its employees, that would eventually result in a highly dedicated and task oriented workforce. A performance management system does not only enhance the employee`s performance but also improves the performance of the whole organization (Thomson 2003).

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