The report is objected towards the positive impact of the employee satisfaction on the organisational performance. Employee satisfaction and the performance of the organisation goes hand in hand. An organisation can attain growth when the employees of the organisation is responsive towards the customers and the efficiency is higher. The report also highlights that by establishing a supportive and excellent work environment an organisation is most likely to generate satisfaction and hence this helps the organisation to serve their customers in an outstanding manner. The report reflects the positive that when an employee is satisfied he turns out to be more productive and more focussed towards his job. One of the key aspects of the performance review report is the loyalty of the customers towards the organisation due to the extensive effort put in by the employees (Gounaris and Boukis 2013).
As it has been earlier said when an employee is satisfied it enables the organisation to remain committed in the long run which demonstrates the organisation citizens behaviour by the employees who are more content. A noteworthy aspects of this review is the model representing the Human resource which forms the part of conceptual value framework. The models is found to be a collaborating element of team cohesion to preserve the morale of the employees. The purpose of this performance review is to reflect that employees are able to achieve more values when they are faced with challenges and the employees are better given the constructive feedback which enables them to work more (Bernardin and Wiatrowski 2013).
On the other hand the performance review report also highlights that the implementation of a model also opposes numerous assumption in contrast to the other models. For example it has been observed that primary objective was to heap profit while the human resource policies are looking to tie up the profit in collaboration with the social objectives in order to motivate the employees. The report illustrates that such contrasting approach has the potentiality to create problems of cultural differences towards the management of the organisation. The most disadvantageous side of implementation of such model is that an organisation often tends to create a conflicting work environment. The human resource model should not be focussed on one particular area as it is not fruitful to concentrate with one centred model as it may jeopardise the performance of the organisation and hence the performance of the employees might get hindered (Robinson et al 2015).
The report highlighted the significance of the employee satisfaction for an organisation in order to attain success. It also reflected that a satisfied employee is more motivated which facilitates towards a better focussed work environment. This leads to more productivity and effectively leads to better customer satisfaction thereby, paving the growth for enhanced organisational performance. A performance appraisal tool can be implemented to analyse the performance of the employees and it is considered as one of the rising trend by numerous organisation in changing the management theoretical frameworks and practices. Thus, organisation performance advocates the necessity for the managers to revolutionize the use of performance appraisals, which forms an instrument to observe and control the employees which enable the employer to facilitate the employee to assemble the needs of both the establishment and the employees.
Gounaris, S. and Boukis, A., 2013. The role of employee job satisfaction in strengthening customer repurchase intentions. Journal of Services Marketing, 27(4), pp.322-333.
Zhu, Q., Yin, H., Liu, J. and Lai, K.H., 2014. How is employee perception of organizational efforts in corporate social responsibility related to their satisfaction and loyalty towards developing harmonious society in Chinese enterprises?. Corporate Social Responsibility and Environmental Management, 21(1), pp.28-40.
Robinson Jr, L., Stamps, M.B., Marshall, G.W. and Lamb Jr, C.W., 2015. Employee Satisfaction and Internal Service Performance: Some Preliminary Evidence. In Proceedings of the 1999 Academy of Marketing Science (AMS) Annual Conference (pp. 347-353). Springer International Publishing.
Bernardin, H.J. and Wiatrowski, M., 2013. Performance appraisal.Psychology and Policing, 257.