Issues in Employee Performance - The Berkeley Restaurant Essay

Issues in Employee Performance - The Berkeley Restaurant - Essay Example Current paper focuses on the potential use of employee performance theories and models for improving organizational performance; reference is made to The Berkeley, a high end London restaurant. The specific restaurant is part of the Berkeley Hotel in London, Knightsbridge (The Berkeley Hotel 2012). The specific business is quite successful; still, emphasizing on employee performance could further enhance the performance of the organization. In any case, challenges that are common in all performance management systems would not be avoided; however, the organization’s experience on performance management, as explained below, could help to control the relevant risks. 2. Strategies for improving employee performance in The Berkeley restaurant 2.1 Aligning staff goals and organisational goals The relationship between employee performance and organizational goals is revealed through the definition of performance management. In the study of Marchington, Wilkinson and Sargeant (2002) the performance management is described as ‘the policies that focus on employee performance as a means of fulfilling organizational goals and objectives’ (Lowry 2002, p.129, in Marchington, Wilkinson and Sargeant 2002, p.318). ... of the employees’ (Schryver 2002, p.40). It is implied that employee performance can negatively affect the performance of the organization, meaning the case that employees are not able to support the achievement of organizational goals. Moreover, according to Houldworth, Jirasinghe and Group (2006) organizational goals can be achieved only when employees have understood organizational goals and when they are given the chance to participate actively in the organization’s daily operations. In other words, high employee performance is depended on the ability of each organization to align staff goals and organizational goals (Houldworth, Jirasinghe and Group, 2006, p.182). The terms on which this alignment is based are not standardized, meaning that each organization can use different practices for achieving the above target. The promotion of teamwork across the organization could help employees to contribute more in the achievement of organizational goals (Houldworth, Jira singhe and Group 2006, p.182). This practice could be also used in the restaurant under examination, taking into consideration the characteristics of the particular business. Teamwork could be promoted in The Berkeley but up to a particular level, especially in regard to the lower levels of workforce, having in mind the fact that the activities of all employees in the restaurant’s key unit, the kitchen, should be continuously monitored by the Chef; the latter would have to define the terms of teamwork according to the skills of staff but also the restaurant’s needs, as related to its daily menu. Hutt and Speh (2012) note that the increase of value of each organization can be