Journal Reflection-Performance Measurement

Performance measurement is important in determining whether employees meet the organization’s expectations. Performance measurement measures have evolved over the past decade because of the rise of non-traditional performance measures based on an organization’s strategy and continuous improvement. The increased competition in the modern business environment requires organizations to constantly measure and monitor employee performance. Therefore, organizations must update their performance measures and measure the performance of human resource (HR) professionals to ensure they contribute to the organization’s success as strategic partners and increase its competitive advantage. HR professionals should also be prepared to adjust to the parameters that will be needed to measure performance over the next five years in response to the changes in the work environment.

Parameters to Measure Performance for HR Professionals in the Future

Employee satisfaction is one of the parameters that will be needed to measure the performance of HR professionals over the next five years. According to Aslan (2017), employee satisfaction can be measured using the Minnesota satisfaction questionnaire, which focuses on an employee’s level of independence, the activities the employee engages in within the work environment, social status, job security, supervision, variety, policies, abilities, creativity, abilities, recognition, working conditions, co-workers, and achievement. Although these parameters have been effective in measuring employee satisfaction over the past decade, HR professionals may have to consider other factors that could impact employee satisfaction in the modern workplace, such as technology and upskilling requirements, to conclude whether employees are highly satisfied. High employee satisfaction indicates that the HR department is meeting employees’ needs and is effectively managing their expectations.

The second parameter is employee retention and churn. Employee retention is an organization’s ability to prevent employees from quitting. On the other hand, employee churn is the overall turnover in an organization’s workers as new employees are hired, and existing employees leave. According to Srivastava & Eachempati (2021), employee retention is influenced by appraisal rating, employee satisfaction, the number of tasks or projects assigned to employees per quarter, safety measures, promotions, and the time spent on a project per quarter. High employee turnover indicates that HR professionals are not effectively managing employees leading to the conclusion that the performance of HR professionals is poor. The performance of HR professionals is also evident in the churn rate in organizations. A high churn rate indicates that HR professionals are not effectively managing employees.

The third parameter is employee absenteeism. Employee absenteeism includes culpable and innocent absenteeism (Bansal, 2016). Innocent absenteeism arises when an employee does not show up to work for sincere reasons such as a family problem or illness. Conversely, culpable absenteeism occurs when an employee does not show up to work and fails to give a sincere reason. Accordingly, increased culpable absenteeism indicates that employees do not take the human resource manager seriously or do not value their work. It could also imply that the HR professionals are ignorant about employee conduct and are not strict in upholding the organization’s policies and code of conduct. Therefore, HR performance can be evaluated based on the level of culpable absenteeism.

Conclusion

HR professionals play a vital role in an organization’s success because they manage employees, who are the backbone of an organization. Over the next five years, the parameters that will be used to measure performance for HR performance will vary based on the changes in the business and work environment. However, some parameters that should be considered include employee satisfaction, retention, churn rate, and absenteeism. These parameters can help organizations determine whether HR professionals are effectively completing their roles and assisting the organization in meeting its objectives.

References

Aslan, I. (2017). Measuring job satisfaction, performance criteria and job life quality: Bingol city banking case. Journal of Business & Management (COES& RJ-JBM), 5(4), 167–187. https://doi.org/10.25255/jbm.2017.5.4.167.187

Bansal, M. (2016). An analysis of employee absenteeism at Bathinda Chemicals Limited. International Journal for Innovative Research in Multidisciplinary Field, 2(6). https://doi.org/ISSN – 2455-0620

Srivastava, P., & Eachempati, P. (2021). Intelligent employee retention system for attrition rate analysis and churn prediction. Journal of Global Information Management, 29(6), 0–0.

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Question

https://doi.org/10.4018/jgim.20211101oa24

Unit 8 Journal: Reflection
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As HR professionals grapple with the ‘changes’ and revisions’ to their work, it becomes imperative to develop and implement new performance measures to ensure that HR moves forward to be a strategic business partner, thus driving competitive advantage.