Justify the concept of performance management and the practical effect in Nasra Group. Identify the connection between human resource development and the performance management process and their contributions to the effectiveness of Nasra Groups opera

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  1. Introduction

The company concerned is a registered migrate agency based in Melbourne with three overseas offices locating in major cities in China. The company employs over 20 professional employees with two departments namely Nasra Student Services, and Nasra Migration Services. The company hereafter is shorted for Nasra Group.

  1. Purpose        

Justify the concept of performance management and the practical effect in Nasra Group. Identify the connection between human resource development and the performance management process and their contributions to the effectiveness of Nasra Group’s operation.

  1. Scope

Look at performance management in a theoretical and practical perspective taking account relevant business analysis.

  1. Method        

Information was collected from own experience and the management personnel within Nasra Group whereas arguments were based on journals, textbooks and websites.

  1. Limitations and Assumptions

The limitations of the report were minimal, relating mainly to the rigid time frame set for the completion of the submission and the confidentiality of some sensitive information that was involved. It is assumed that all the theories and arguments were of great relevant and were overall correct.

  1. Performance Management – the Concept

  1. Performance Management Defined        

Armstrong and Baron (1998, and cited in Tomlin, Delaney – Braund, Waters – Marsh & Kellie 2002 7-4) define performance management as a process deigned to improve organizational, team and individual performance. In their view, it is very much an holistic and systemic process bringing together issues of organizational performance, managerial effectiveness, individual performance, skill development, and reward management. These five aspects are integrated through Human Resource and line managers working together, with staff, to achieve the organization’s desired outputs and outcomes (Tomlin et al 2002, 7-4).

  1. Aims of Performance Management

Improving organizational effectiveness, motivating employees, and improving training and development as the three main reasons for introducing performance management. The identification of individual training needs to be a main purpose of schemes. Other purposes included setting objectives and targets and providing feedback on performance; changing the organizational culture and linking pay to productivity (Tomlin et al 2002).  

Performance management concentrates on the overall achievements of the organization and ensures that all actions are linked strongly and directly to the strategic direction of the organization (Delahaye 1998, p. 135).

Stone (1998, p. 265, cited in Delahaye 1998, p. 135) sees the key elements of performance management as being the creation of a shared vision of the organization’s strategic objectives; having performance objectives for each strategic business unit, function, team and individual; using a formal review process of progress towards these objectives; linking performance evaluation with employee development and rewards to motivate and reinforce desired behaviour. Armstrong (1994, pp. 21-22, cited in Delahaye 1998, p. 135) sees performance management as bringing new, integrating features, it is regarded as a normal interactive process between managers, individuals and teams, not an administrative chore imposed from above; it is based on agreements on accountable, expectations and development plans – it measures and reviews performance by reference to both input/process factors and output/outcome factors; it is a continuous process, not relying on a once-a-year formal review; it treats the performance review as a joint process which is concerned primarily with looking constructively towards the future; it can provide the basis for a performance –related pay decisions and it attaches much more importance to the ‘processes’ of forming agreements, managing performance throughout the year and monitoring and reviewing results.

  1. Performance Management – the Practice

Nasra aims at providing customer with superior consulting services – those who have been employed would be trained with customer service skills.  Employees within the company would gathered on a weekly basis communicating the progress of each task that had been assigned, any new projects that are coming up as well as the discussion of rapidly changed migration legislation. The weekly gathering also serves the function of experience exchange meeting whereby recommendations, suggestions, experience gained whether good or bad can be brought out by all employees. Bonus and commission were paid on basis of bringing new customers and successful visa applications. Employees are responsible for case following ups and communication with various government departments and other organizations such as colleges; whereas managers would be supervising and reviewing employee performance. Informal training are carried out on regular basis to enhance employees’ knowledge with updated legislations and any new precedents that’ve been ruled by the Department of Immigration and Migration Review Tribunal, thus, to maintain and improve the quality of the work done. Personalized task schedules are installed in employees’ individual computers reminding of case deadlines and requirements whereas through intranet, the progress of each case can be easily viewed and monitored, and that information can be freely exchanged and customer inquiries could be better answered.  

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  1. Measurement of Performance Management

Measurement is a crucial element in all performance management systems. The very nature of measurement in itself provides information as to what aspects of performance are considered important (Tomlin et al 2002, 9-4). However, Williams (2002, p. 64) outlined that if measurement is to be useful in performance management, it has to be forward-looking and concerned with performance improvement while Armstrong 2002 suggests that the measures should be objective and relate to results and observable behaviors.

  1. Sources of Performance Information  

Performance management systems tend to have, ...

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