Performance measurement is a procedure that focuses on the inner process of quantifying the efficiency and effectiveness of actions using agreed-upon measures (Phillips & Phillips, 2016, p. 62). The indicators and measures serve as substitutes or proxies for the non-profit organization. As a result, performance measurement refers to control and management systems that create data for both external and internal users. Monitoring performance is a crucial component of tracking the success of a business. It entails comparing the company's actual performance results to its expected goals. Setting performance standards requires a top-down approach rather than a bottom-up approach (Carnochan et al. 2014, paragraph 1017). The strategic plan offers performance targets as well as objectives for a company; it provides the corporate direction.
The performance measurement scheme can nurture experimentation and curiosity of a non-profit company. Rowold, Borgmann & Bormann (2014, paeagraph.149), argued that embryonic management ideas can grow into manifest by new systems of performance measurement, planning, and accountability which in turn can give situations of possibility for company reform and the development of new strategies. Control systems and Planning could generate for employees’ new pictures of the company and the way it relates to its surrounding environment. Performance measurement may inspire experimentation through the constant evolution of perspectives and aspirations. However, the importance of continuous deletion and addition of performance measures to reflect the morale of continuous improvement should be emphasized (Jones, Willness & Madey, 2014, paragraph 388), since performance measures inclined to have a restricted useful lifetime. As Parmenter, (2015, paragraph 60) states, a well-constructed planned measurement scheme including a dynamic capability which fosters evolution and continual change in the measurement agreed. That kind of transformation can promote experimentation and learning by frequently reframing perspectives and aspirations. Effective and sufficient performance measurement is vital to sustainable management in every organization. It could be impossible to come up with the correct decisions without better knowledge of a company’s measurement of performance (Carnochan et al. 2014 paragraph1017). Dimensional performance measurement outline ways that decision provision can be improved at all stages of the company. This varies from decisions regarding employee performance to planned decisions at board level.
The ability to develop and measure performance provides significance to the process of improving goals and strategic plans (Rowold, Borgmann, & Bormann, 2014, paragraph 15). According to Morrow and others (2015 p.64), effective performance measurement system should emphasize the connection from the management to the corporate level and operational levels. Involvement in setting results and targets can enhance stakeholder and staff understanding support of decisions and strategies. It also gives a mutual language which inspires interdepartmental skills sharing.
Formal vs. Informal Recruitment
As individuals are finding employments, employers are getting persons to fill the positions, together with their strategies, purposes and behaviours play a vital but frequently neglected part in the process of corresponding individuals to jobs. The way that the non-profit firms choose and rate recruiting methods have a significant empirical and theoretical implication for understanding inequality and labour markets (Phillips & Phillips, 2016, paragraph 12. The reflectivity of employment information, in turn, subsidizes to designed social inequality. Thus the paper clarifies the best recruitment technique that can be used by a non-profit company to assess individuals that will improve the company's state. Formal recruitment employs a formal business intermediary between the prospective worker and a company. That intermediary might be an advert, private or public employment agency (Kostarigka, Doulgeri & Rovithakis, 2013, p.141). To find new employees, informal recruitment uses people who can include, associates at other company, current employees, or colleagues in expert relations. Studies in economics and sociology often assert that low capital cost is the main reason why companies use informal recruiting (Jones, Willness & Madey, 2014 parapraph 14). Informal techniques do not charge companies marketing expenses, and other search-linked expenses.
The informal recruiting technique gives job searcher with access to information about a rank and prospective company that an agency could not know, for instance, information about the informal working place, attitudes and the fairness of directors, or even the direction the company is heading. This information can assist the job-seeker to decide on how proper they "suit" jobs and company (Parmenter, 2015, paragraph 57). Informal recruiting techniques may benefit recruiting non-profit company since they maximize the employment match and situate better applicants (Morrow et al. 2015 p70). People only pass through job details to people whom they are assured can do well in the advertised positions. Or else, recommending a doubtful competitor replicates negatively on the individual who creates the recommendation. Certainly, some companies provide bonuses to workers for locating "better" recruits (Naranjo-Valencia, Jiménez-Jiménez & Sanz-Valle, 2016, paragraph 7). This, in turn, decreases the chances of an inappropriate match between employee and position thus lowering turnover charges in the long run. An employee recruited by a family member or a friend is likely to adapt to company norms due to the normative anticipations controlling that specific social relationship. The quality of candidates is also significant because screening interviewees need a substantial commitment of company resources (Epstein &Yuthas, 2014 paragraph 18). Hence, a technique that raises applicant quality also decreases testing costs. On the other hand, Elnaga & Imran (2013, paragraph, 26) claims that screening is an inadequate method for evaluating the prospective productivity of new workers. For that reason, proper approvals from trusted people become one of the best measures of candidates' quality. Screening costs might not be crucial for larger companies with enough resources and formal workforces' systems, but background checks and formal testing can be costly for smaller companies. However, more major companies frequently use internal worker markets to support and screen aspirants within the enterprise (Wong, & Laschinger, 2013 parapgat 4).
Additionally, the formal recruiting technique is beneficial for a non-profit company that searches persons in a diversity of locations and for a company whose social connections are not complete, for example, company beginning a new action, moving into a new place, or hiring for entry-level rank (Morrow et al.2015, paragraph. 34). Formal technique raises the visibility of data in workforce markets; therefore, the use of formal recruitment should produce a larger pool of candidates than informal recruitment. A large group of interviewees is essential for several reasons. First, from the viewpoint of theoretical anticipations in economics, a large group of candidates maximizes the present value of labour facilities offered by a new worker (Elnaga & Imran, 2013, paragraph 28). A higher pool of applicants is more probable to contain a person who requires minimal training and produces more to the company from the onset of recruitment (Morrow et al.2015, p20). Second, formal methods are used to an employee in stiff employment markets, where the company has to assess critically to locate the applicant with proper skills (Wong, & Laschinger, 2013 paragraph 49).
In contrast, the formal technique needs a considerable investment of company assets, and quality is not guaranteed. Epstein & Yuthas (2014, paragraph 32) writes that formally recruited workers have larger turnover rates, as a result generating a long-term cost. Job agencies have been condemned for poorly screening candidates. They regularly over-qualified and send under-qualified interviewees for interviews. Advertisements create a "huge" pool of competitors that must be handled at substantial cost to a company (Kehoe & Wright, 2013, paragraph 37). Lastly, for a non-profit company, formal recruitment method should be employed to provide a larger pool of candidates which are more probable to contain a person who requires minimal training and produces more to the company from the onset of recruitment.
Measurement of Employees Performance
Measuring the performance of a non-profit company at achieving its vision and mission is a standard exercise and sometimes is required in to improve the company's progress. Employees’ performance is often measured to improve to ensure accountability and its performance (Wong, & Laschinger, 2013 paragraph 50).Conversely, there is no standard technique used in measuring the performance of employees because they differ in their structure, sizes, and mission. Morrow et al. (2015 paragraph 66) maintain that non-profit company’s often deliberated performance measurement to be among their top concerns.
Performance measurement programs should be modernized in every non-profit company to motivate and affect the behavior of employees (Parmenter, 2015, paragraph 45). Traditional measurement practices tried to measure each stage in a process and frequently further overhead to the execution work. Some existing programs, indeed, are considered as being time-consuming, convoluted and prone to giving misleading information. When a company undercooks its performance measurement practices, it must avoid using them since weaker programs make no substantial change to the company’s results (Jones, Willness & Madey, 2014 paragraph 38).The chosen approach should project a performance measurement program which put emphasis on the “image” and base every employee measurement on wanted results as reflected from the company's strategic plan and long-term vision.
Notably, a non-profit company using effective performance measurement program produces a scheme that is simple and easy to use for employees and even management (Kostarigka, Doulgeri & Rovithakis, and 2013, paraagraph138). Additional, establishing a program that measures outcome rather than effort is probably to driving more extensive company transformation since employees will be better encouraged transforming the manner that they work to deliver the organization results that "harvest" reward. Thus, greater non-profit organization alignment is attained since succeeding transformation shall be affiliated with the preferred results that arose from the strategic plan and the vision of the enterprise.
However, non-profit companies should consider some tips when designing performance measurement program for employees to achieve the desired result: the performance measurement program should capture and measure performance information when the work is being performed. Secondly, the company should also put a measurement system which monitors employees’ performance levers and the skills that match where the company is going, rather than where it has is. Similarly, the non-profit company must invest in workers by training them to increase the performance bar (Epstein & Yuthas, 2014, paragraph 47). Mention that nothing reinforces preferred behavior in somebody than the reward for performing a task. The non-profit company need to celebrate, reward and recognize outstanding performance.
Communication on Vision and Mission
Vision and mission are strategies used by a non-profit company to build unity, give directions and set priorities to its members. A company's vision describes what it desires to be in the future. Vision is a long-term goal that seeks the tendency for higher realization within the enterprise. On the other hand, a mission communication is short-term, and states the company's "current status." The mission is comparably more comprehensive than the vision since it summarizes how the company will move about to achieve its vision (Epstein & Yuthas, 2014, paragraph 31). A well communicated Mission and Vision can assist the business to define expectations and performance standards, guide implementations and strategic planning, establish a more goal-oriented culture and productive as well as communicating its goals and purpose to stakeholders.
A clear, articulated vision can be a powerful motivator and tool if it is highly visible in the company. Workers can rally rely on a shared objective that clearly benefits the company and themselves (Guiso, Sapienza & Zingales, 2015, paragraph 62). Similarly, a clear mission can aid develop employee productivity and satisfaction. If staffs understand what is anticipated of them, they appreciate a better sense of purpose; hence focus on the everyday routine that will assist them to realize company-related goals and roles. For instance, when there is a choice to be stated to embark on a project, employees can simply reflect on the vision of the company if good, to go ahead and perform it and if not they pause. Clear mission and visions can be inspiring and motivate for workers who can eventually help the non-profit company achieve its goals.
Performance Tracking
Performance tracking is used in analysis and marketing strategy to identify and track user behaviour and interaction. The consistent review and Performance tracking of these metrics are one of the most significant value propositions offered by many companies (Kostarigka, Doulgeri & Rovithakis, 2013, paragraph 39). It can be used by a non-profit company to assist detect areas for improvement, and provide visions for target interview allowing the company to make more knowledgeable decisions to eventually improve average order value, conversion rate, and user’s experience. Without a good performance tracking approach in place, a company risk making unacquainted decisions that may cost the company money and time. It helps the company to understand the targeted candidates better by outlining insights on their interaction trends and behavior (Nyqvist & Gustafsson, 2013, paragraph 67). A good example would be seasonal trends. For instance, using performance tracking, the company can have the ability to reflect on a previous year's recruitment, to help improve on a more efficient marketing and interview strategy for future.
Performance track helps the company strategize for succession: When a corporation is first hiring new workers, it may not be reasoning about their effort for leadership or management positions. However, it also supports the company to track talent through the organization and recognize applicants for leadership positions (Guiso Sapienza & Zingales, 2015, paragraph 64). Preparation for succession refers to planning for the upcoming of a corporation, which is essential for a lasting sustainability, development, and achievement. Significantly, it shortens administration tasks. Some of the departments are flooded with payroll problems, benefit and expenses claim to process as well as requests for leave. In addition to facilitating the units route the talent management procedure, it also provides track vacation time, benefits, scheduling, expenses, overtime hours, and attendance for employees in one place.
Similarly, performance tracking reduces workers turnover (Nyqvist & Gustafsson, 2013 paragraph 18). Interviewing costs, Recruitment costs and preparation costs are considerable. By assisting the company boost worker engagement, manage its Human resource and stimulate professional growth and development. It makes it simpler to improve a business culture, in turn, decreasing employee turnover and its cost. As result of long sustainability, growth, and success, brought by performance tracking, a non-profit company should apply during recruitment to help realize company's objectives.
Workforce Trends and Analytics
Workforce analytics is an amalgamation of methodology and software that put on statistical models to employee-related information, allowing employers to enhance human resource management. Workforce trends and analytics can assist a non-profit company to improve and develop recruiting techniques, make specific and general hiring decisions, and retain the best employees with the non-profit company (Naranjo-Valencia, Jiménez-Jiménez & Sanz-Valle, 2016, paragraph32). Besides, workforce analytics can help management personnel to Workforce Analytics is a significant trend in all part of the non-profit company and human resource as well. Presently numerous non-profit companies are searching for analytics in HR which are associated with processes like retention, recruitment, succession planning, compensation, benefits, appraisal, and performance. Workforce trend and analytics gathering information on employee and also aims to provide vision into every process through data to improve the processes make appropriate decisions, and operational performance (Ryan & Herleman, 2015, paragraph19). HR gathers enough details on employee’s personal compensation, information, benefits, retirements, performance, attrition, succession time hence it is vital to use it appropriately to interpret the result and spots the trends. Workforce analytic can benefit the company in many ways including increased non-profit company performance through quality decisions, optimization of abilities through planning and development, and realizing aspects that which turn worker productivity and satisfaction.
The most corporate systematic analysis and identification of what a company is going to require with type, size, experience, skills, knowledge and quality of labour is by ensuring that a company has appropriate access to talent to warrant future success. Workforce analytics are integral, cantered on knowledge transmission (Ryan & Herleman, 2015, paragraph 19). However, each company needs to reinforce their decision from facts and data. Thus, predictive analytic trends based on data and statistics becomes more attractive. It assists a non-profit company to take make effective strategic decisions supported with facts. Information is always presented in statistical reports, graphic, and dashboards which simpler for to interpret and understand for leaders (Kehoe & Wright, 2013, Paragraph 36). From the perspective of the quality decision, recruitment technique and optimization of ability through planning, a non-profit company should use workforce trend to achieve their goals.
Graph showing workforce trend and analytic performance
(Nyqvist & Gustafsson, 2013, paragraph 206).
Chart illustrating vision and mission of a company
Chart was differentiating formal recruitment from informal recruitment.
Conclusion
In conclusion, measuring performance is an important part of monitoring a company's progress. Adequate and sufficient performance measurement is vital to recruitment in every non-profit company. For a non-profit company, formal recruitment method should be employed to provide a larger pool of candidates which are more probable to contain a person who requires minimal training and produces more to the company from the onset of recruitment. Significantly, the company should also apply real workforce trend and analytics, as well as performance track to help it realize its goal.
References
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