• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Purpose of Performance Management

Extracts from this document...


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.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Strategic Solution for Next

    Employees are therefore motivated by this management style because they are trusted and do not feel they are being watched over constantly. Due to Next incorporating a Laissez Faire Management style it is logical they utilise a role culture. This is because employees are given a defined job and are given power.

  2. The Nature and Purpose of Project Management.

    This indicates that a later stage may reveal the need for some extra work at an earlier stage, but this should be the exception rather than a rule, after all the flow of a waterfall should be downwards with the possibility of just a little water splashing back.

  1. What is the purpose of management theory? Explain how knowledge to understanding of management ...

    He developed a pay incentive system with a guaranteed minimum wage and bonus systems for people on fixed wages. Also, Gantt focused on the importance of the qualities of leadership and management skills in building effective industrial organizations. Basically Gantt charts are bar graphs that help plan and monitor project development or resource allocation on a horizontal time scale.

  2. Management Theory of Douglas McGregor - Theory X and Theory Y

    These managers would have a great deal of control, and would keep the power to implement the decision. Employees managed by participative managers were much more capable of excising self-control and self-direction if they are motivated to achieve goal, and are often seeks for responsibility rather than only accepting it.

  1. Performance management - Tesco's needs to mange the performance of its employees effectively if ...

    By recognising where people are on Maslow's hierarchy, Tesco's can tailor their package of financial and non-financial rewards in order to increase staff motivation. For example an employee who replenishes shelves for Tesco may feel motivated and encouraged to do well if he or she were to be rewarded with

  2. Performance Management/ Motivational Theory Performance Management

    Measuring performance It is important that IKEA measure the performance of its employees, in order to find out whether they are meeting the Company's objectives. There are number of ways, in which IKEA can measure the performance of its business, e.g.: * Performance through profit- this involve comparing profits for

  1. Work and the Self: How The Constructed Self is Maintained

    The interview process was unstructured non-standardized (Denzin, 1989) in which there was a causal setting. The method used was a conversational style and the participants did most of the talking with myself acting as a listener for the majority of the time. Not all employees at Food Idol were available to contribute to the study; there were two

  2. Knowledge Management: is this the next step in the evolution of management theory?

    In today's dynamic environment, organizations are adopting new forms and practices to meet the ever-changing challenges of new knowledge, technology, people, change and globalization. In another word, it is crucial to a manager's success in mastering daily challenges. Skills are therefore necessary for a manager to master the challenging nature of managerial work.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work