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How employee performance is managed and measured at a business

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  • Essay length: 1645 words
  • Submitted: 27/04/2011
  • Marked by teacher: (?) David Salter
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AS and A Level People & Operations Management

Teacher essay summary

5 star(s)

*****
This is a succinct and accurate piece on the theoretical workings of and benefits of a performance management system. Its weaknesses are that it could be more cynical. The writer is very accepting of the system as it has been put to them.

Marked by teacher David Salter 07/02/2012

The first 200 words of this essay...

Assignment 4-How employee performance is managed and measured at a business

1.0 Introduction

I will write a report regarding an employee working at Tesco, and analyse how Tesco look at their employees and review their performance and see how they manage them. This is so that they can get the best performance out of them, as different people need different ways of managing them. This leads to performance improvement, the measures leading companies use to effectively manage employee development, rewards and recognition, recruitment and selection, and employee satisfaction and morale.

2.0 Findings

2.1. How Tesco manage and measure a performance of an employee

Tesco is a global company and for them to remain one of the best they must man manage their staff, and measure how well they are performing as an employee, this not only benefits the company as sales will be better but also the employee can see what areas they are exceeding at, but also what areas they can improve upon.

Performance Management- There is many approaches that Tesco take upon to the development of a sound performance management system with employees. Tesco believe that an employee must have

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MbT essay summary

*****
This is a succinct and accurate piece on the theoretical workings of and benefits of a performance management system. Its weaknesses are that it could be more cynical. The writer is very accepting of the system as it has been put to them.

Marked by teacher David Salter 07/02/2012

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