MANAGEMENT PERFORMANCE 8
Performancemanagement is a process by which managers and the workforcecollaborate to plan, monitor and review an employee’s workobjectives and overall contribution to the organization (Demartini,2013).Performance management is not a static process, but a continuousprocess of establishing goals and objectives, evaluating progress andoffering continuous coaching and feedback to see to it that theworkforce are in a position to meet their career goals andorganization objectives.
Peopleare the most important asses and resource in an organization becausethey are the one who convert other economic resources into addedvalue. Organizations are able to attain their goals and setobjectives through people (Pulakos, 2004). In this light, theoperational and strategic management of this important resource ispivotal if the organization is going to make any meaningful progressin the industry. Formulating ways that ensure correct work balance, amotivated and enthusiastic workforce, business leaders and managersmust shape and reshape their organization to meet the businessobjectives. It has become evident that analytical and technicalaptitude alone is not enough in the dynamic operational and businessenvironment (Sahu, 2007).
PerformanceManagement system is a term that denotes the process designed by anorganization to see to it that the workforce are up to date with thelevel of performance expected by the management in theircapacity/posts (Bhattacharyya,2011).
Thefirst step will be to assess the current appraisal process. This willencompass evaluating the feedback provided to the workforce. Thiswill also entail determining if there is anything that the managerneeds to transform and add to the assessment. From this assessment,decision will be made whether to formulate a new performancemanagement system or improve on the current one (Pulakos, 2004).
Thenorganization goals will be established. PMS is meant to rallyemployees around the organization’s objectives so that theemployees know how they are to be involved in attaining theobjectives (Pulakos, 2004).The goals to be pursued will also be established. This step willcomprise:
Establishing processes that can be done more efficiently
Establish goals for the coming business period
Sharing the need for improved communication among staff members and departments
Thenext step will be establishing the performance expectation, a processthat entails
Recognizingwhat the employees are doing well. This is pivotal because it will beused to encourage the employees. Then the weaknesses of the employeethat has been observed will be communicated, employee work habits adbehavior shall also be communicated (Bhattacharyya, 2011). In addition, the specific elements that the management would likethe workforce to attain in the coming year, and the time frame willbe identified.
Thenext step is monitoring and developing employee performancethroughout the business period.
Thenthe employee performance will be assessed. In every performancereview, the staff members will be informed how they are doing andwhere they need to improve. A scale that measures performance in thebasis of whether the expectation has been met or not or whether theysurpass expectation. At this stage, the employees will be givenfeedback on their performance, and any problem that they may beexperiencing will be discussed and solution provided (Pulakos, 2004).
Thefinal step will entail setting the expected performance of the nextbusiness/financial year.
Thisorganization is committed to being a leader in the gas and oil field,and a top-tier player by generating value through efficient, andsustainable growth and production of oil and gas reserves. It is theaim of this organization to contribute to the nation’s energysecurity (Pulakos, 2004).We seek to behave responsibly an ethically in any part of the globewe operate.
Ourmission is to offer exceptional financial and operating outcomes byassertively constructing and maintaining a balanced portfolio for oiland gas properties with a set of growth prospects in a range of riskand rewards. We strive to attain this mission by building anorganizational culture that is strongly committed to continuousimprovement, effective stewardship and pure performance (Pulakos,2004).
Theshort term strategy is geared towards balancing the portfolio and putimmense attention on the strength of the management to aptlyimplement a more growth –leaning path for the operations. Theorganization is also planning to expand the areas where it has incomegenerating assets through acquisition (Pulakos,2004).
Themain goal is to expand operations and geographical location where theorganization has income-generating assets.
Responsibilitiesfor petroleum engineer
Analyzingdata to give information on the best location of processing machinery
Determiningthe quantity and quality of oil and gas, the depth of the oilfieldsand the types of tools and equipment required for extraction.
Monitoringthe rate of oil and gas production, so as to improve extraction andprocessing rate
Analyzingrisks inherent in exploration process
Preparingmaps and reports
AMEng degree in mining, chemistry, chemical engineering, mathematics,geology, physics and any relevant engineering subject usuallyrequired in the profession.
Postgraduate education is in offshore and petroleum engineering in anadded advantage
Relevantexperience. Must have worked in an oil/gas or hydrocarbon company
Sound technical skills
Team working skills
Drive and enthusiasm
Sound health and fitness
Gasand oil deposit are normally extracted from deep within the ground,and this can only be done through drilling offshore wells and land. Petroleum engineers design the tools and equipment that will be usedto drill and extract oil and gas from the ground.
Petroleumengineers also work hand in hand with geologists to decide how oilfield will be drilled. The most important aspects of thecollaboration between petroleum engineers and geologists is helpingthe engineers to understand rock formation so that they can designthe apt tools and equipment for drilling (Thepetroleum engineer,2009).
Petroleumengineers are also required to ensure that the tools and equipmentdesigned are installed appropriately and that the employees who workwith those equipment are trained properly.
Petroleumengineers are also called upon to work constantly on developing newequipment and system to drill a higher proportion of oil than incurrently possible.
Finally,petroleum engineers are tasked with the role of improving the designsof the drilling systems so that the chances of oil spills are reducedand pollution minimized (Thepetroleum engineer,2009).
Thepetroleum engineer expected to help the organization design moreefficient or improve existing drilling equipment and other relevanttools. In addition, it is expected that the petroleum engineers willensure that the aptest equipment are developed for different oilfields depending on the nature of rock on the various drillinglocations.
Theway that the petroleum engineers has been able to integrate and worktogether with geologist in the organization to identify the type ofrocks, and thus the most apt equipment for drilling, will beassessed. If the engineers have not been in a position to engagegeologists and other professionals relevant to his position, then thepoor performance will be witnessed.
Theorganization vision is to ensure portfolio balance by conductionbusiness activities in an ethical and professional way. Theorganization has set specific values, code of conduct that guide theworkforce to operate ethically. These will guide the management toassess the engineer’s general performance.
Bhattacharyya,D. K. (2011). Performancemanagement systems and strategies.Dehli: Pearson.sv
Demartini,C. (2013). Performancemanagement systems: Design, diagnosis and use.
Pulakos,D.E. (2004). PerformanceManagement: A roadmap for developing, implementing and evaluatingperformance management systems. Society for Human Resource Management.
Sahu,R. K. (2007). Performancemanagement system.New Delhi: Excel Books.
ThePetroleum Engineer(2009). Tulsa, Okla: Petroleum Engineer Pub. Co.
UnitedStates. (2008). OccupationalOutlook Handbook, 2009.New York: Skyhorse Publishing.