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Purpose of Performance Management

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E6: Purpose of Performance Management: Many people believe that earning money motivates them, but this is not entirely true, because other factors like variety of workplace and the need to be appreciated for the work they do like Next do. The need to be appreciated for the work they do may be reflected in the prestige attached to their job, and while the need for a variety in the workplace may be satisfied by an interesting job. A factor, which effects motivation, is that every individual has different needs. For example an employee may prefer to work on his or her own than in a friendly team. In order to have good motivation employees needs have to be found. This is shown in how lack of motivation equals reduced effort and lack of commitment. �What is the purpose of performance management? Next itself needs to manage the performance of its employees effectively if it is to remain competitive. This means that they must be using effective management control exercised at both individual and organisational level. A range of processes and techniques need to be in place, which allow individual employees to know how well they are doing, and for managers to be able to monitor how well their subordinates are performing. ...read more.


People are capable of handling more complex problems. Like Herzberg and Maslow, Douglas McGregor carried out his research in the late 1950's but his ideas continued to have a great influence. Most modern managers know about McGregor's ideas. As a result of research into styles of management McGregor identified two types of managers - Theory X and Theory 1' managers. These two types of managers have different views about employee's attitudes to work. A management style is the typical characteristics and behaviours of a manager over a period of time. Typically, their ideas will fall into the Theory X or the Theory Y category and this will shape the way that they manage. The Theory X manager will be inclined to be autocratic - telling employees what needs to be done, punishing and telling off when they step out of line, and giving rewards for conforming to requirements. The Theory Y manager will be more democratic, giving more responsibility to employees, and trusting them to work independently The Theory X manager is most likely to create acclimate based on simply meeting Maslow's lower order needs, focusing on what Herzberg termed movement and hygiene factors. The Theory Y manager will seek to create opportunities for employees to be motivated through fulfilment of higher order needs and genuine motivators'. ...read more.


- Low pay. - Poor working conditions. - Antagonistic relations between different levels of employees. - Unfriendly relationships within the hierarchy. - Unfair management and supervisory practices. - Unfair treatment of employees. - Feelings of inadequacy. - �Impossibility of growth and development. McGregor sees the potential to make organisations far more effective by unleashing the people who work for them. Organisations need to see themselves as interacting groups of people enjoying supportive relationships' with each other. Ideally, members of an organisation will see the organisation's objectives as being personally significant to them. Herzberg suggested that the existence of the above, to any great extent, would cause dissatisfaction which would, in turn, lead to absenteeism, poor levels of output, resistance to change and negativity in the workplace. In contrast, Herzberg identified a range of satisfiers associated with the content of the work that would encourage motivation: These are: - Recognition of effort and performance. - The nature of the job itself - does it provide the employee with the appropriate degree of challenge? - Sense of achievement. - Assumption of responsibility. - Opportunity for promotion and responsibility. Next may use some of these theories but are not likely to, as they would come up with there own ways of doing things and handling them. Human Resources Unit 4 Jaspal Johal Page 1 of 6 ...read more.

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