Performans yönetimi ve insan kaynakları üzerine bir uygulama

Abstract

Son yılların en gözde yönetim kavramlarından biri olan performans yönetimi, günümüzün acımasız rekabet şartlarında yöneticiler için çok önemli bir kontrol aracıdır. Performans yönetimi, kontrol özelliğinden başka, performansı geliştirmeye yönelik nitelikler de taşımaktadır. Dolayısıyla, her geçen gün biraz daha önem kazanan ve kapsamı genişleyen performans yönetimi hakkında daha çok eser verilmeye başlanmaktadır. Daha önceki kaynaklarda ele alınan sistemler ya üretim ya da finans ağırlıklı bir bakış açısı ile alındığı için performans kavramı kârlılık, verimlilik, etkenlik gibi diğer birçok kavramla karıştırılmaktadır Bu tez de performans yönetimi ile ilgili bir çalışma olup konuyu diğer eserlerden farklı olarak ele almaya çalışmıştır. Bu çalışmada da diğer kaynaklarda olduğu gibi konunun temel noktalarına değinilmiş ancak açıklamalar geniş bir perspektifle yapılmasına rağmen, tezin sonunda yer alan uygulamada sadece tek bir bölüm incelenmiştir. Günümüzün diğer birçok yönetim kavramı ile de ilişki içinde olan ve şirketi stratejileri, politikaları, etkinlikleri ve sonuçları ile bir bütün olarak ele alıp değerlendirmeyi amaçlayan performans yönetimi ile ilgili temel kavramlara tezin birinci bölümde yer verilmiştir. Daha sonraki bölümlerde, etkin bir performans yönetimi uygulaması için gerekli aşamalar, modeller, bu modellerde kullanılacak göstergeler ele alınmıştır. Son olarak tüm açıklananlar doğrultusunda, Aslan Çimento A.Ş.' de yapılan bir uygulamaya yer verilmiştir. Uygulama tüm şirketi değil, şirketin İnsan Kaynakları bölümünü kapsamaktadır. Uygulamada şirketin söz konusu bölümünün gerçekleştirdiği tüm fonksiyonlar ele alınmış, bu fonksiyonlara yönelik uygun bir model seçilmiştir ve bulunan sonuçlar değerlendirilerek ve birtakım spesifik sonuçlara ulaşılmıştır.

Performance management seems to be one of the most popular management concepts for the future. It is also interrelated with many of the other management concepts of today such as strategic management, total quality, MBO (management by objectives) and productivity. In today's pitiless competition all of the organisations, either profit- seeking or non-profit need to evaluate the results and the effectiveness of their activities. Such evaluations have been going on for a very long time in financial matters but overall evaluations including all of the critical activities, units, departments of a company have been neglected or have been done without any systematic approach. The main reason lying underneath this situation is probably the difficulty in collecting the data necessary to accomplish an effective performance measurement. This thesis is aimed to be one of the rare sources about performance management in a specific area, human resources. Most of the references about performance management are to be general. Furthermore, most of the applications in those references are either finance or production based. The first chapter of the thesis tries to clarify all of the concepts regarding performance management. The two concepts productivity and performance - which are commonly interfered with each other - are explained in detail so as not to cause any misunderstanding. In order to make them more understandable, a brief history for each of the concepts is also mentioned. Efficiency, another important concept similar to productivity and performance, is also explained. In one of the subtitles of Chapter 1, an explanation about the aspects of performance and productivity concepts is given. VUl It is no doubtful that the productivity and the performance of a company is influenced by huge number of factors. These factors affecting the performance and productivity of a firm are gathered in groups so as to make more efficient analysis abut them. The main grouping is made according to the source of the factor. If the factor occurs inside the company and can be affected by the company, that factor will be considered as internal, otherwise considered as external. Such a grouping will be very useful for the further complicated stages of a performance measurement system. After giving a brief explanation of these, the second chapter begins to discuss the performance management. This chapter describes all of the stages essential to implement an effective performance measurement system It is stated that an efficient performance measurement system has to be designed and planned carefully so that the possible mistakes in the future could be prevented from the beginning. Another important step of creating an effective performance measurement system is to define the borders of the system very carefully. Otherwise, it will lead to a mass of measurements and will not result with an improvement in the company's performance. A performance measurement system must include a number of criteria that would neither be insufficient to make comments on nor be too many to cause a mass. Due to these facts, Chapter 2 tries to explain how an effective performance measurement system should be. The purpose of measurement is to derive quantitative data on people or work attributes. These data can than be used to make important decisions related to staffing, training, employee development, conpensation and other human resources management decisions or programs. The use of better measurement in human resources management parallels the need for precise measurement of other components of business such as finance, marketing, and operations management. Another subtitle of Chapter 2 lists some of the commonly used criteria according to their functional departments. IX Chapter 3 discusses some of the performance measurement models which can be related with the implementation of the thesis. The criteria are chosen and placed into a model in this chapter. Each company dealing with a performance measurement system must try to choose the model which fits its organisation best or, further, try to make up its own model with its specific measures. Chapter 4 which explains the major functions of an Human Resources organisation, is included in the content of the thesis, mainly because no organisation seems to achieve an effective performance measurement and control system without the volunteered participations of its employees. Human resources management concerns the recruitment, selection, development, conpensation, evaluation, training, personnel management, career planning and succession planning within an organization. The human resources of an organization consist of all people who perform its activities. The human resources management function is becoming more professionals, due to the higher educational and skill levels of human resources managers. The implementation of the thesis (Chapter 5) covers not the whole company but only its human resources department. The reason of only dealing with the Human Resources department, is not to lose control over the system broadening the scope of the system. Such a complicated system would cause a loss in the focusing of the thesis. After reminding all of the functions that an HR department accomplishes, the objectives, activities and performance criteria related to these objectives of Aslan Çimento Headquarters HR department are explained in detail. Aslan Çimento, a French-owned (Lafarge Coppee) multinational company, deals with the manufacturing and marketing of building materials such as cement, ready-mix, gypsum and some components called as new materials. The last chapter of the thesis is the implementation of the performance measurement system accomplished in the Human Resources Department of Aslan Çimento. Performance measurement is an essential part of management control in that it validates whether the results anticipated from planned action are realized. Because what gets measured gets attention, the kind of performance an organization chooses to measure will motivate actions that improve the measure. Traditionally, bottom - line measures such as profit, revenue, and cost have been used to evaluate mangers' performance, but in the face of competitive reality, new strategies with new action plans and new performance systems are needed. The traditional measures of profit are no longer considered adequate for motivating desired behaviors such as enhanced productivity and greater focus on customers. This new thinking has put pressure on organizations to redesign their systems for measuring performance to focus on measures for entities other than financial profit and cost. These new categories include measures for productivity, quality and customer satisfaction and performance management and management by objectives are tools to measures those concepts. Measurement can be used to describe the characteristics or properties of a job, person, or organizational unit. It can be used to evaluate the outcome of an human resources management program, to assess human resources management needs in an organization and it can be used to gather data to predict future outcomes. The system starts with the revision of strategies, programmes, tactics and is followed with the determination of the performance criteria. After stating the desired levels of standards and measuring the actual ones according to the pre-formed procedures, the implementation is followed with the comparison of the measurements. As a result, Chapter 5 starts with the design of the performance management system and goes on with planning and the other stages. In Chapter 5, the strategies, the objectives of the human resources management of the company are classified. After clear definitions of the objectives, related activities and performance criteria for each activity have been choosen according to the strategies of the human resources management of the company. M Finally, with the data of 1992, 1993 and 1994, it could be examined the progress of the company in his human resources functions, and also it gives an ideas for the future, to determine the objectives of the department according to the strategies of the company for the following years. As a result, organizations spend a great deal of time measuring people and wok attributes. Through myriad devices and methods, they measure apptitudes, abilities, knowledge, personality, interests, job importance, task frequency, job performance, absences, and a number of other important variables. Reliability, validity and utility are critical for all these measurements for the future of the company.