Re-evaluate and develop a new system that promotes the collaboration of the various departments at Haier
Departmental collaboration among departments has been a key aspect of the success story of the HAIER (A). The organization recognizes each department as a customer for the other so that quality is demanded and implemented across the production line. This includes the innovation aspects, the marketing, the actual production, the human resource and the finance department (International Institute for Management, 2003). While this enables all departments to keep pressure on the other, it may be a forced ideology that does not recognize the apparent differences in operations within each individual department.
A more practical and fair approach would be to utilize the idea of organizational culture in influencing quality service and production across departments as well as collaboration (Cuijpers, Guenter & Hussinger, 2011). In this view, the management should allow the team leaders and in particularly the respective departmental heads to sit down with their employees and set out the conditions that they think are favorable but falling within the company’s policy. The departmental heads would then meet and tailor the ideas to suit all departments. In essence, it entails providing the rationale along which the employees and departments in that regard are expected to collaborate not as a policy but as a culture from within the employee body (Cuijpers, Guenter & Hussinger, 2011).
When the employees and the departments set their won standards, those hat align with the company’s policy of insistence on deadlines and quality products and services, then they are liable to a system they themselves have approved. They will thus not feel subjected to an alien system and when this culture rubs against each of them then chances are that all departments will feel an obligation rather than a subjection to collaborate within other departments in a tow-way beneficial line (Cuijpers, Guenter & Hussinger, 2011).
2. Create alternative strategies to evaluating employee performance in case the results are not well received in other countries
The strategy employed by HAIER (A) in evaluating performance among employees was commendable and fair. It involved s system where once the employee falls within the lower rank of performance below 10%, they would in the first time be sent on raining at the expense of the company, the second time they would be required to cater for the expenses of the training and on the third consecutive time, they would be fired from their position (International Institute for Management, 2003). On the other hand, those who fell in the upper high performing ranks, they would be promoted as well as added extra bonuses on their earning. However, this may not be well received across all nations now that the firm HAIER (A) has become a multinational. In a change of strategy the company can initiate new methodologies tat can be well received in other regions where they operate (Bernardin & Wiatrowski, 2013).
One such method of the use of self-appraisal forms by employees prior to the actual performance appraisal. In this case, the employee is given the chance for self assessment which would potentially have a personal appeal and when time for submission comes, the employee comes with their from upon which they discuss their performance with the management and set out channels to improve performance (Bernardin & Wiatrowski, 2013). On the other hand, if self-appraisal forms are not available then the management should focus on feedback channels. This strategy facilitates trust between the employee and the management that the employee does not view the performance appraisal as forceful eviction from their position or a strategy to humiliate them. On the other hand, rather than focusing on the profit-loss analysis in performance evaluation, it is important to consider the market characteristics of the region they are based (Bernardin & Wiatrowski, 2013).
Bernardin, H. J., & Wiatrowski, M. (2013). Performance appraisal. Psychology and Policing, 257.
Cuijpers, M., Guenter, H., & Hussinger, K. (2011). Costs and benefits of inter-departmental innovation collaboration. Research Policy, 40(4), 565-575.
International Institute for Management. (2003). Managing Performance at Haier (A).