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There are quite a few suggestions that employee performance plays a vital role in organizational maturity levels. Voluminous literature about Organizational management confirms the probability that companies with higher maturity level normally tend to surpass their counterparts with lesser maturity level.

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Impact of employees performances on organizational maturity level

There are quite a few suggestions that employee performance plays a vital role in organizational maturity levels. Voluminous literature about Organizational management confirms the probability that companies with higher maturity level normally tend to surpass their counterparts with lesser maturity level. There is confirmation resulting from observational research about the impact of employee performance on organizational maturity level.

How it Works

The depth of acumen and know-how that an organization possesses toward various members & stakeholders, tools & technologies, and methods and measurement processes define the Organizational Maturity. Maturity Level of an organization is indicative of its performance.

There are six major maturity levels in an organization’s life cycle. Each of these plays vital role in developing it to the next maturity level. Each maturity level is related to specific domains in the organization’s activities. Maturity levels can be measured by evaluating the achievements of some of the general and particular goals connected within certain fixed processes in the industry.

Different Levels of Maturity

Considering the actions adapted by management and employee force in an organization, maturity levels can be classified into six categories, each with its own characteristics. Important features of the model include factors such as roles of employees, leadership, and their various activities. The normal classification of maturity levels that are influenced by employee performance are listed below:

  • Disengagement
  • At the first level, there is low participation from the employees’ side in the organization’s improvement activities. Major portion of workforce remains disengaged from the management. Power is mostly retained with the leadership.

  • Problem Solving Phase
  • Here is where leadership starts taking steps toward seeking employee participation in all the organizational tasks. Employees are asked to provide input about their opinions.

  • Astute Improvement
  • Level 3 involves further information collection from employees. Management meets employees, asking for their ideas and views, for obtaining general organizational progress. Tasks are formed according to the data collected.

  • Involvement
  • In this phase, implementation of practices and methods as decided so far are the chief activities. Focusing on the resources available and analyzing the best possible methods, tasks are implemented efficiently with employee participation.

  • Empowerment
  • In this level, the organization does not rely on surveys and data collection. Employees themselves take charge of strategic operations and tasks. They set priorities and follow a generally agreed path of achieving organizational improvement.

  • Engagement
  • During this stage, employees take an active part in the tasks and methods in such a way as to improve organizational processes. Leadership acts in a supportive manner, providing a sense of belonging and proprietorship to the workforce. Employees decide, carry out, and take responsibility for the results of actions.

""Employee performance acts as the driving force for organizational improvement. The degree to which employee performance is improved, and their participation is involved significantly affects the maturity level of an organization."

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