Performance Management

2011

Performance Management

Name: Chris Chadwick

Student Number: S2629171

Course Name: International HRM

Course Code: 7024EHR

Assessment Number: 2

Word Count: 2041

Course Convener: Alan Burton-Jones

Tutor: Alan Burton-Jones

Table of Contents

Introduction3

Effective Performance Management3

Generating a Performance Culture5

Compensation/Reward system7

Implementation of new reward system8

Recommendations9

Conclusion10

Reference List 11

Introduction

This assignment will critically analyse Performance Management from within the Human Resource Framework. In light of the statement from Cooke and Armstrong (1990, cited in Rudman, 2002) that “human resources strategies exist to ensure that the culture, values and structure of the organisation and the quality, motivation and commitment of its members contribute fully to the achievement of its objectives”, I will examine the extent to which organisation's performance management system should be designed to link employee performance outcomes and expectations to its goals, improve productivity, emphasise the employee's role in the process, recognise employee development needs, require meaningful communication between a supervisor and employee and recognise accomplishments.

Effective Performance Management

It is known throughout most organizations that the use of pay, benefits, compensation and other rewards are effective performance management tools to help increase performance and efficiency. While it is extremely important for an organisation to attract, retain and motivate the best possible people who can have a positive effect of the organizations success in the future (McGraw, 1997; Rudman, 2002). McGraw (1997) also exclaims that skilled people are an essential part of sustaining a competitive advantage over the long term. Successful strategies in pay, rewards, compensation and benefits are the main components which ensure people are paid adequately...