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I am required to critically evaluate the extent to which my employer, The Organisation, reviews the performance of its employees and suggest ways in which this might be improved.

Extracts from this document...

Introduction

INTRODUCTION As part of the Business Management 2 Module of the BA (Hons) Business Studies Degree I am required to critically evaluate the extent to which my employer, The Organisation, reviews the performance of its employees and suggest ways in which this might be improved. For this purpose I will evaluate the specific areas of the performance management framework employed by my employer focusing particularly on appraisal interview and training and development policies. I will attempt to identify their strengths and weaknesses and assess their effectiveness with the overall performance management system. Armstrong and Baron (1998) in discussing performance management systems said that in recent years they have become a valuable tool in providing an integrated and continuous approach to managing performance. The use of such systems can be traced back to Taylor in the early 20th Century when they were used as a means to justify individual employee wage increases at a time when it was felt that money was the only incentive required for an employee to improve or continue to perform well. The recognition of the potential of Performance Management Systems as a tool for motivation and development was one the most important developments in Human Resource Management. DEFINITION Robert Bacal (1999) defined Performance Management as "an ongoing communication process, undertaken in partnership, between an employee and his or her immediate supervisor that involves establishing clear expectations and understanding about the jobs to be done". ...read more.

Middle

THE ORGANISATION's performance appraisal system is not a reward management system as local authorities are governed by the Local Government Miscellaneous Provision (NI) Order (1972) which states that Council's cannot ?. If poor performance is identified as a result of the performance management system the Human Resources Section has indicated that Disciplinary Proceedings would not be initiated against the employee. It is their policy to investigate why poor performance has happened and to address these issues through training or developing the individual further in an attempt to help them achieve their agreed performance. The Human Resource Manager stated that she is loathe to take disciplinary measures unless absolutely necessary because once a person has been disciplined they become very unmotivated and it is difficult to make them feel valued again. In July 2002 THE ORGANISATION completed an Investors In People Positional Audit as a preparation for the formal Investors In People assessment. The current PDP system was evaluated and it was found that there are inconsistencies in how the PDP reviews are being conducted. It was pointed out that is essential that there is a consistent approach and application across all areas. The appraisal system must become an important aspect of the overall business planning process and all managers must display support. People need to receive feedback on what has been approved from the completed PDPs and evaluation of the outcomes is a key aspect of development. ...read more.

Conclusion

Communication is somewhat lacking in THE ORGANISATION but it is one of the functions of the Employee Development Team to improve communication, but this cannot be done without the support of its management team. Over recent years THE ORGANISATION has increased its emphasis on the development of people throughout the Council. The opportunity to receive development is and continues to be appreciated by its employees. People do feel that there is a genuine commitment to support development strategies and activities from the top of the Council's management structure. It has been highlighted that there are inconsistencies in how the PDP reviews are being conducted within THE ORGANISATION. It is essential that a consistent approach and application across all areas is adopted. Appraisal must become an important aspect of the overall business planning process and all managers must display support. All appraisors within the Council should be trained to understand that feedback from the PDP reviews is a key aspect of the system otherwise the purpose is defeated and people become unmotivated. The attitude of the Human Resource Manager towards under performance identified at appraisal interviews is to be commended as Charles Handy (1989) said performance management is about "applauding success and forgiving failure", he suggests that mistakes should be seen as learning opportunities, which is the ultimate goal of the appraisal interview, not an opportunity to reprimand, but an opportunity to find ways of improving performance and highlighting areas where the individual needs help and encouragement. ...read more.

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