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Introduction

1.0 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. 1.1 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. 1.2 Scope Look at performance management in a theoretical and practical perspective taking account relevant business analysis. 1.3 Method Information was collected from own experience and the management personnel within Nasra Group whereas arguments were based on journals, textbooks and websites. 1.4 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. 2.0 Performance Management - the Concept 2.1 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). 2.2 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. ...read more.

Middle

Human resource development is an important activity. Today, it is employee know-how that represents a key source of sustainable competitive advantage. Newly hired employees need to be trained to perform their jobs. Existing employees need to acquire new skills and knowledge. Changes, particularly in technology and organizational restructuring, mean that people and organizations are continually faced with situations that require new learning (Stone 2002, p. 316). As outlined in Smith 1998, training and development in recent years has assumed center stage in an effort to restructure the Australian economy to meet the demands of global competition and that they have a positive impact on individuals, organizations and even the nations. According to Smith 1998, the acquisition of skills also opens up opportunities for career development. Position promotion is increasingly determined by employees' possession of qualifications and skills. In Australia, the processes of award restructuring and enterprise bargaining have created career paths for employees through which progression is determined at least partly by skills. Training and development has therefore assumed vital importance for individual opportunity. Investment in training and development also repays the individual in terms of earnings and job security. It is the least skilled workers that normally get lay off first. Organizations cannot afford to risk losing employees who may be able to make the most contributions. Skilled and qualified workers also tend to retain their earnings differentials more effectively than non-skilled workers (Smith 1998). For organizations, the importance of training and development lies in its links to performance and competitiveness. It has little doubt that training and development is a key ingredient in competitive success. It has the potential to improve labor productivity, quality as well as the ability of the organization to cope with change. As found in Smith (1998. p. 67), a highly trained work force is not only more productive but also more aware of its responsibility for doing the job properly. ...read more.

Conclusion

As much autonomy as Nasra can handle should be given to employees make employees happy with minimum of supervision and more decision making power; and Nasra should consider to provide flexible work arrangements so that employees can make better adjustments with their own work-life balance. Last but not least, Nasra should also relate its performance management with possible hiring and retention strategies to keep the talents and attract new talents' entry. 10.0 Conclusion Performance management whereas closely related to other business operation strategies, it is an important part if one wishes to be successful. Effective performance management especially if integrates with appropriate human resource development and rewards programs, increases organization's productivity and efficiency, and motivates employees' working and self-esteem. And that Nasra is a great little illustration of the essence of the performance management. Reference Armstrong, M. (1994). Performance Management. Kogan Page. London Armstrong, M., & Baron, A. (1998). Performance Management: The New Realities, Institute of Personnel & Development. Armstrong, M. (2002). Performance Management, key strategies and practical guidelines, Kogan Page Limited, London. Delahaye, B. (2000). Human Resource Development: Principles And Practice, John Wiley and Sons, Brisbane, QLD DeSimone, R., Werner, J., & Harris, D. (2002). Human resource development, 3rd edition, Harcourt College Publishers, New York. Gilley, J., & Eggland, S. (1989). Principles of human resource development, Addison-Wesley Publishing Company, Inc. Porter, L., Bigley, G., & Steers, R. (2003). Motivation and Work Behavior, 7th edition. McGraw-Hill, New York. Rummler, G., & Brache, A. (1995). Improving Perforamnce, 2nd edition. Jossey-Bass, San Francisco. Smith, A (1998) Training and Development in Australia 2nd Edition. Butterworths Australia Stone, R. (2002). Human Resource Management, 4th Edition, Wiley, Queensland. Tomlin, D. & Delaney-Braund, A. (2002). Performance Management study guide, Central Queensland University, Rockhampton, Queensland. Williams, R. (2002). "Managing Employee Performance: Design and implementation in organizations", Thomson Learning, London. http://www.opm.gov/perform/articles/019.htm#Rating. Accessed on 6 October 2004 http://www.work911.com/cgi-bin/links/jump.cgi?ID=4689. Accessed on 6th October 2004 ...read more.

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