Assignment Sample on Performance Management
1. Introduction
Performance management is a concept of corporate management that encourages managers to monitor and evaluate employees’ performance. It is a goal which is created and business environment according to their abilities for producing high quality work effectively and efficiently.
In this study, the organization crown prosecution service (CPS) has been selected to criticize its development and performance review practice in the year 2005. management with the help of effective recommendation for improving the management systems. The study aims to critically analyses the performance management approach used by the organization with the help of theories and models.
2. Strategic Performance Management used by the organization
Strategic performance management is the comprehensive approach for enhancing business to achieve goals and it has begun with the organizational strategic plan for understanding employees and business objectives (DeNisi and Murphy, 2017). The organization CPS has maintained a major change program which is known as “Invest” in 2005 for creating scale motivated and rewarded workforce with a management structure (Case-study). The main aim of the programmed is to focus on a clearer understanding of the organizational goal with the help of performance management.
The performance management of the organization has been maintained by creating skilled and valued behaved employees for future growth and success. The organization has provided training to individual employees which created a big change in the performance management scenario. The human resource team has worked with individual employees for understanding better leadership and learning function and focusing on the review and performance development process.
The elimination needs to focus on democratic leadership style for enhancing business performance and guiding individual staff to understanding new processes (Case-study). The higher management has focused on an appraisal system for individual employees to understand their achievement as a team and demonstrating their attributes (Schleicher et al. 2018).The appraisal system has illustrated three types of personal objectives such as standard performance objectives directly related to the associated area of the business plan. Improvement objective addresses the gap between the required and actual skill of employees for enhancing business performance. Aspiration objective that is related to individual employee’s career goals. Individual employees need to focus on six business objectives at the beginning of the performance cycle for enhancing their values and beliefs. There is a need to focus on continuous improvement that would help to demonstrate the business and understand the overall progress.
The performance management cycle of the organization is focused on a fixed schedule which is underlining the objectives and personal development planning (Franco‐Santos and Otley, 2018).The performance management model has dealt with measuring people development and their performance based on bringing up-skill and enhancing the motivation level (Case-study).
Development planning has been largely informed by the organization to improve their aspiration and improvement objective. Employees are expected for identifying the skill gap between the value of behavior with the support of their higher management. The line manager of the organization needs to focus on particular areas for improving individual skill towards future responsibility. CPS has offered a wide range of development including mentoring, coaching, formal training and work schedule for enhancing the performance of employees in the technical as well as non-technical area.
Line managers expected for supporting and guiding their staff in ensuring business performance and achieve goals (Case-study).The employees are encouraged to understand the performance reviews of individual team members and determine the business objectives (Heger et al. 2017).
Monitoring participation is another crucial objective of performance management that helps to monitor the policies of HR management and understand employees’ focus on the business perspectives. The organization has operated on a special bonus scheme which is a non-monetary award for recognizing team achievement such as mitigating the demanding deadline for high-quality work.
3. Key Components of Performance management and its Impact
A performance management system is a systematic approach for measuring the performance of the employees. This is a process through which the organization has focused on their mission goals and objective and set priorities. The organization CPS has followed the two key techniques for performance management:
Appraisal process
The organization has focused on financial incentive which is related to the appraisal process for satisfying the employees (Richards et al. 2019). It was found that the appraisal process enhanced customer motivation level and many people were awarded outstanding or above standard marks with a high-performance rate (Case-study). The appraisal process becomes a practice and custom for the organization and the employees to enhance business productivity and revenues. Employees need to feel appraisal from which is 12 to 15 pages long and record the individual and team performance objective. The appraisal helps the employees understanding the achievement and mitigating the corporate goals. The organization has provided financial incentive based on the career aspiration and development of business service.
Appraisal system has a huge impact on the organizational performance management as if employees are getting motivated towards their job all the corporate objectives are made properly. Employees are contributing more to the business performance and achieving business goals (Tweedie et al. 2019). Employees are setting business goals based on the model social and business reason behind individual diversity practice. Employees are being apprised against 12 to 15 behavior and skill depending on their job role. It is the job of the higher management to focus on the individual skill of employees and business staff for managing performance. The Appraisal system has identified the employee’s productivity and focuses on individual employees’ performance. At the time individual employees are appreciated for their constant contribution in the workplace they are motivated for mitigating organizational goals.
The organization CPS has focused on financial incentives for promoting employees job performance. Performance standard of the organizational quantified based on the individual evaluation that is essential for employee satisfaction (Raffoni et al. 2018). The accuracy of performance evaluation removes ambiguity and bias and Opus on the fairness of perception of individual staff. The higher management of the business organization has focused on interest in walking activities as well as collaboration for enhancing business performance and increasing their perception. An Appraisal system has the ability for addressing the skill gap which has a significant impact on employee’s individual motivation. Maslow hierarchy of needs theory was practiced in this area for a better understanding of employees’ needs from the organization based on an effective appraisal system.
Measurement of behavior
The organization has introduced a new framework for performance management by measuring the skill and behavior of employees. This was largely based on the civil service development program where employees had to focus their skill and competency (Beeri et al. 2019).
The program has prompted a review on performance paradises of individual employees determining the box marking date. Depending on their performance on the program individual staff were assigned to 5 ratings as outstanding above standard below standard. Most of the employees were expected to fall into the standard category. Most of the staff members were expected to receive a better financial reward by enhancing their performance.
Behavior and skill positively impacted organizational performance as it has encouraged individuals the understanding performance management (Gorman et al. 2017). Personal objectives demonstrate the commitment to improving the financial management and administrative processes of the organization. People management has a positive influence with the help of personal credibility to improve and focus on the individual relationship for enhancing business relationships and maintaining corporate sustainability. The program is mainly focused on the diversity and equality of individual employees to support the diversity objective of the business. Measuring the behavior as a contributor to the collaboration and walking skill in the partnership for improving business performance.
There is a need for focusing on continuous development and improvement of employee’s behavior for taking the business initiative based on organization responsibilities. However, there is a need to seek action and pushes for workflow and understand key personnel responsibilities. Employees values and skill helps maintain momentum in the face of resistance, uncertainty or unclear authority (Pugna et al. 2019). However what consistency has been maintained in the business organization where managers and employees are engaged for better business activity. Team objective has been determined with the help of individual value and behavior of customers for a better understanding of proactive employee relationships. Effective employee relationships have been proposed on the performance advisory and reward system for motivating employees. Social cognitive theory has been focused on understanding the concept of performance management employee skill and knowledge.
4. Review of Performance Management
The employees of the organization have a need review which includes a review meeting with the individual line manager (Lee, 2019). The main aim of reviewing performance is to ensure employees development has been prioritized with or above expectation. Employees no longer receive a rating and the review is intended for the assessment of employee’s performance and in the year. Employees record their achievement on the performance development review system by maintaining effective evidence on their performance. There is a need to focus on an ongoing discussion between the line manager and the individual employees to understand the review management system. Ensuring a fair evaluation is crucial for performance. Line managers have come across an unexpected conversation between the higher management and the employees for prioritizing the peer evaluation and resolving The disagreement arising from the review process.
A mutually acceptable resolution has been created for consulting the human resource for understanding business performance and guidance. A formal record of performance review has been discussed to understand the review management policy. The line manager has initiated the new process for understanding employee’s performance and focusing on their evidence.
Employees need to fill up the other copies of the appraisal for outlining their skills and objectives and valued behavior which is associated with the new role. The organization CPS has expected individual employees to be more engaged in the job roles and improve their development prospect. The organization has operated in 42 different regions for ensuring business participation and includes a performance management module.
Review of the performance management has ensured the accounting for mid-cycle job moves. Individual employees have changed their job role to make way for the performance management cycle then the review of the performance has been changed based on their job role (Van Waeyenberg and Decramer, 2018). The review management concept has ensured the discrimination and diversity issue in the organization and focusing on pay progression. Review of the performance management has been focused on performance-related pay and enhancing the pay scale for an annual increase. There is a need to focus on manager lies ending with the employees for regular intervals for helping employees to solve issues.
5. Recommendation
The following three recommendations will improve the performance management of the organization CPS:
❏ Improve productivity through better goal management: The organization need to focus on regular gold fracking which will allow the business to gain opportunity and provide feedback as needed. This will be the appropriate method for enhancing performance management by understanding the business goal and tackling the obstacles and preparing the overall contingencies for missing deadlines (Brown et al. 2019).
❏ Gather information from multiple sources: Gathering information about performance management from a variety of sources will increase objectivity and priorities all factor which has impacted the performance. For example, the information will include sales report, call records as well as a deadline report. This will help the organization to track the record of all business activities about external and internal business environments which have impacted performance.
❏ Perfect performance review: The organization will need to focus on an effective performance review to enhance business goals and achievement. A perfect performance review will enhance the concept of managers’ approaches to convey a message for employees to understand the business association and the seriousness of objectives (Lee, 2019).
6. Conclusion
❏ It can be concluded from the above study that the main focus is on the performance management of the organization CPS in the United Kingdom.
❏ The study has clearly defined the concept of performance management approaches which has been practiced in the organization including appraisal system bonus pay measuring the behavior of employees and performance-related pay.
The study has demonstrated strategic performance management policy and the key components of performance. The study has discussed two performance techniques which consist of appraisal methods and measuring the performance of employees for better business goals and objectives.
Reference list
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Brown, T.C., O’Kane, P., Mazumdar, B. and McCracken, M., 2019. Performance management: A scoping review of the literature and an agenda for future research. Human Resource Development Review, 18(1), pp.47-82. Available at: https://journals.sagepub.com/doi/abs/10.1177/1534484318798533
DeNisi, A.S. and Murphy, K.R., 2017. Performance appraisal and performance management: 100 years of progress?. Journal of applied psychology, 102(3), p.421. Available at: https://psycnet.apa.org/doiLanding?doi=10.1037/apl0000085
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Gorman, C.A., Meriac, J.P., Roch, S.G., Ray, J.L. and Gamble, J.S., 2017. An exploratory study of current performance management practices: Human resource executives’ perspectives. International Journal of Selection and Assessment, 25(2), pp.193-202. Available at: https://onlinelibrary.wiley.com/doi/abs/10.1111/ijsa.12172
Heger, C., van Hoorn, A., Mann, M. and Okanović, D., 2017, April. Application performance management: State of the art and challenges for the future. In Proceedings of the 8th ACM/SPEC on International Conference on Performance Engineering (pp. 429-432). Available at: https://dl.acm.org/doi/abs/10.1145/3030207.3053674
Lee, H.W., 2019. Moderators of the motivational effects of performance management: A comprehensive exploration based on expectancy theory. Public Personnel Management, 48(1), pp.27-55. Available at: https://journals.sagepub.com/doi/abs/10.1177/0091026018783003
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Schleicher, D.J., Baumann, H.M., Sullivan, D.W., Levy, P.E., Hargrove, D.C. and Barros-Rivera, B.A., 2018. Putting the system into performance management systems: A review and agenda for performance management research. Journal of Management, 44(6), pp.2209-2245. Available at: https://journals.sagepub.com/doi/abs/10.1177/0149206318755303
Tweedie, D., Wild, D., Rhodes, C. and Martinov‐Bennie, N., 2019. How does performance management affect workers? Beyond human resource management and its critique. International Journal of Management Reviews, 21(1), pp.76-96. Available at: https://onlinelibrary.wiley.com/doi/abs/10.1111/ijmr.12177
Van Waeyenberg, T. and Decramer, A., 2018. Line managers’ AMO to manage employees’ performance: the route to effective and satisfying performance management. The International Journal of Human Resource Management, 29(22), pp.3093-3114. Available at: https://www.tandfonline.com/doi/abs/10.1080/09585192.2018.1445656
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