HUMAN RESOURCES AND PERFORMANCE MANAGEMENT

Human Resources and Performance Management

Human Resources and Performance Management

Introduction

Performance management coaching skills have become a necessity in a businesses success, according to forbes.com. Knowing how to properly mentor, evaluate and direct employees in the workplace will provide an ever-changing and growing group of employees. People need direction, goals and rewards when they achieve those goals. Performance management coaching enables employees to take control of their career and succeed. It creates trust in the leadership, better productivity and a sense of purpose. (Wetlaufer 2000: 12)

Discussion

Motivation is an individual's response to a felt need. Many long-standing theories of motivation have important implications in TQ organizations, and need to be understood by all levels of managers. Content, process, and environmentally-based theories and models provide a theoretical basis for managerial leadership. (Mullins 2005: 45)

Performance appraisal is a process for evaluating and generating information about employees' effectiveness and efficiency at work. (Jarvis 1998 ) Traditional performance appraisal processes often are at odds with a TQ philosophy. Performance appraisal should be based on quality-related issues, problem identification, coaching, and continuous improvement rather than being tied to compensation and merit-rating systems. One approach, 360-degree feedback, focuses on two-way communication between employees and customers, suppliers, managers, subordinates, and peers to discuss goals and performance appraisals. (Johnson 2004:74)Many companies are now replacing performance appraisal with planning and development systems that often focus on core competencies and mastery descriptions (descriptions of behaviour that one has mastered it would likely engage in it) to describe the behavior that employees should engage in.

To assess the linkages with strategy and to provide a foundation for improvement, measurement of employee satisfaction and HRM effectiveness is necessary. (Hamlin 2000: 63)Typical measures include outcomes such as productivity improvement, defect reduction, employee turnover, and perceptions of behavioral performance; and process measures, such as suggestion rates and problem-solving effectiveness. Employee perceptions are usually measured through surveys. (Kolb 1984)

HRM practices in the Internet Age often require employers to take non-traditional approaches to attract and retain high-skilled employees. This may include special perks, increased levels of responsibility early in the employee's career, and understanding of the effects of changes brought about by new technologies and new realities of employee lifestyles in the 21st Century. (Grint 2000:63)

Taking the role of a management coach, you have been requested to analyse the leadership style of a specific business leader. Outline the process of the individual's leadership through a period of change and critically evaluate the outcome of the leadership approach in the organisation. Support your briefing paper with reference to a significant range of leadership and organisational development theories. Leadership, management style, organisational and national culture, organisational structure communication, team management and ethic/values are likely to be addressed. Identify and evaluate how a knowledge of leadership and or and organisational development can improve a manager's efficiency and effectiveness in managing an enterprise. You are encouraged to take a holistic perspective and provide a critique of contemporary research and practice. (Coyle 2000:4)

An essential part in the running of an ...