Performance management provides Marks and Spencers with needed information on their employees. The information helps Marks and Spencers develop the skills of the employees based on the information collected at the appraisal
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E6 Performance Management Performance management provides Marks and Spencers with needed information on their employees. The information helps Marks and Spencers develop the skills of the employees based on the information collected at the appraisal, it helps recognise when training is needed. Performance management helps M&S by improving their service by having able workers that work to their full abilityand by improving the relationship between workers and the company. Here is Marks and Spencer's definition of performance management: Performance management is a joint process that involves both the supervisor and the employee, who identify common goals, which are linked to the goals of the organisation. This process results with the establishment of written performance exceptions later used as measures for feed back and performance evaluation.' A appraisal system is carried out evrery 12 months at Marks and Spencer's. An appraisal system is when discucsions are made with members of staff about what is going well, what can be improved and how they would which to develop and other suggestions form workers. These meetings are done by manager of M&S for the employees and are confidential.
Maslow proposed that the basic needs are the same for everybody and that they could be fulfilled in a specific order like the diagram: 2.Douglas Macgregor - Theory X and Theory Y Macgrego said that many managers generalised the people that worked for them. They would put all of their employees into either a theory x category or a theory y category and then manage their company using the appropriate management style. Theory X Theory Y This theory is that all employees are lazy and not ambitious and have no interest in taking on extra responsibilities. Employees will always resist change of any kind and are totally uninterested in the success of their employer. Employees don't care how the company is run and would rather be told simply what to do. This theory suggests that employees are interested in their work and want to be offered extra responsibilities and asked about their view on how things are run in the company. Employees are prepared to accept change because they appreciate that it's in everyone's best interests.
· Employees must be properly trained to do their job · Employee should be properly and fairly selected for jobs through tests and interviews. This is to make sure that the right person gets the job. How Marks and Spencer's performance management/training and development systems have been influenced by the motivational theories M&S use Maslow's theory by helping staff set and reach their goals at work, they encourage their staff and praise them when they are doing well and staff also receive rewards for good work. M&S use Herzberg's two factor theory by treated their employees well by giving them a good salary, good working conditions and by giving them sick pays and pension's schemes, they also give their staff responsibilities to make them feel like there are important to the company and motivate them. M&S use Mcgregor's theory by having managers who have trust in the workers and help them improve and do their best and also by giving managers bonuses to motivate them. Marks and Spencer's also use Taylor's Scientific Management theory by paying its employees in order to work and by having able managers control the staff.
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