Bsbhrm403 Support Performance Management Processes Assessment Answers

Answer:

Question 1

 A performance management system is vital to a business as it helps in ensuring that all the employees are aware of the expected levels of performance from each individual thus defining the roles to the employees, therefore, contributing to the overall achievement of the objectives as acknowledged by (Buckingham and Marcus, 2015, pp.40-50).

Question 2

The Performance management is linked to the human resource functions since both the disciplines align different roles to specific employees who are competent for that particular role (Van et al., 2015). In addition, the function of the human resource is also linked to performance management as they both provide an analysis and evaluation individual performance of employees.

Question 3

The key components of performance management include;

Defining goals- This involves defining individual goals, major responsibilities, and job functions and aligning them to business strategy.

Monitoring progress on Goals- the managers are required to monitor the progress of performance to the employees in order to offer assistance or required resources that facilitate achievement of targets.

Appraisal process- this includes observing, listening, and offering timely and constructive feedbacks, offering coaching or training, and employee engagement boosts their performance towards achievement of objectives (Mone and Edward, 2018).

Question 4

Advantages of performance management

(Certo and Samuel, 2018) claims that performance management in an organisation fosters employee’s growth and professional development, where the employees have the opportunity to reach their full potential performance. It also provides encouragement to staff through rewards for a well-done job.

Disadvantages of performance management

It might discourage employees who are slow learners or to those average staff who are barely recognized. It may also be prone to biases as there are different fields of work thus the measure of performance index is mostly not similar (Mosakowski, 2017, pp.106-126).

Question 5

According to the given statement, a performance management will assist in reducing the unfair dismissal of employees as it outlines the duties and responsibilities of every staff member thus there would be minimized false accusation (Davidov and Guy, 2015, pp.167-193). This ensures that every employee is responsible for his or her actions at the workplace.

The legislation for termination of an employee’s dictates that an employee is subjected to at least the minimum periodic payment as stipulated in the FW Act (Jimeno et al., 2015).

Question 6

A reward or an incentive can assist in employee performance, as they are a source of encouragement, which leads to more productivity, job satisfaction, the employee happiness, retention, and promotion of team culture (Malik et al., 2015, 59-74).

Examples of rewards or successful incentive schemes include taking care of the family through a compressive medical cover, offering free vacations, and a profit-sharing plan in the business organisation (Howard et al., 2016).

Question 7

The purpose of grievance procedures in a workplace is to set up standard procedures for handling any type of complaints raised by the employees thoroughly and fairly.

Steps of a grievance procedure

The employee should report to their supervisor. In case the supervisor is the cause, the complaint is reported to the next manager in line (Pinto, 2016). The policies of the complaint are maintained while the supervisor responds to the complaint keeping in mind the employees’ rights. If the employee is offered an unsatisfactory response, they are allowed to escalate the claim and further the complaint to the senior officer who might need the more information to assess the raised grievances. The steps the senior officer may take include interviewing other employees concerning the matter. If the solution proposed by the senior manager is not satisfactory, legal action through arbitration may be reinforced (Sowa, 2015, p.225).  

Question 8

Warning signs that an employee is struggling to meet the workplace demands are;

When the things do not improve with a change of conditions and the scenery, when the employee has trouble fitting or adopting the organization’s culture, and when the employee shows signs of emotional instability (Moll et al., 2015, p.78).

Question 9

(Saundry and Richard, 2014) claims that an effective dispute resolution in an organisation helps to boost health relationships among the employees thus improving work coordination among the staff. This also creates or helps to reinstate strong teamwork among the employees leading to a higher productivity. In addition, dispute resolution improves information flow in the organisation thus improving communication among the employees.

Task 2

Question 1

Performance management system for King Edward Training College

Introduction

Performance maintenance system is one of the key drivers to the achievement of goals and objectives in any business organisation. It helps the management in an assessment of the competence of the task force thus enabling an easier analysis of employee performance in their respective areas of work. A performance maintenance system is a tool that can also be used to monitor the performance of the employees and enhance collaboration and teamwork among the staff members. Moreover, the system can also be adopted by the Human Resource department for the description of various positions, keeping the record of individual employee performance indicators, and a track of events such as the arrangement of meetings among others.

Body

King Edward Training College has the leadership hierarchy with the Chief Executive Officer as the head of the college, the Human Resource manager, course coordinator, trainers, and the student assessors as the main employee workforce. The CEO and the Human Resource Manager are obligated to manage and track the performance of the employees throughout the semester following the performance indices adopted by the school. The employee performance reviews should concise with the organisation’s procedures and policies, which are strictly adhered to (Pulakos et al., 2015, pp.51-76). There would be a training seminar for the employees to familiarize them with their roles at the beginning of every academic year with clearly stated rewards and incentives for the best performing employees across the entire department.

The underperforming staff will be put to notice and warning in order to make improvements within a given time limit. Failure to incorporate improvement without valid reasons would lead to a two weeks suspension with a fine. However, the college faces a shortage of staff which a setback to productive performance of the existing overworked staff. For the college to achieve maximum productivity levels, a substantial number of trainers will be required to boost the existing workforce (McGowan and Muge, 2015).

Conclusion

In conclusion, performance management system is very essential to the Human Resource Manager is it provides a framework for planning and organizing the employee schedules throughout the financial year. The system is also useful for planning student’s academic calendar and all the relevant programs. Therefore, the adoption of the performance management by King Edward Training College will ensure an increased productivity in the employee output.

Question 2

I hereby seek your approval to move forward with the next review. Please find the attached performance review files for employees, which includes their names and various positions in the College. The employee characteristics are classified as satisfactory, unsatisfactory, good, and excellent respectively.

Looking forward to hearing from you.

Kind regards,

HR assistant.

Question 3 & 4

Performance management policies and procedures

The policies are meant to set out a well-organized framework for performance management of King Edward Training College (Kerzner and Harold, 2017). This will consist of key elements such as a planning framework, a performance review system that will link the individual and team targets to the planning framework, which will include a continuous development and improvement (Sahebjamnia et al., 2015, pp.261-273). In addition to the measurement framework, there would be a framework for monitoring to make sure that all the targets and actions as planned are delivered effectively. Provides the basis for effective communication. High degree of accountability from both the students and the staff. The policy identifies with the college priorities and ensures that they are strictly followed. Ensures the work is achieved within the given times/ deadlines and a quality standard of work delivered within the given resources (Macdonald et al., 2016, pp.96-120). The diagram below shows the framework and the interrelationships between various elements.

King Edward Training college policies and procedures include;

Offers the opportunities for learning and development. The college policies provide clarification and an understanding of individual contribution and the teamwork contributions. Increases job satisfaction through a clear allocation of roles and responsibilities. Provides an interactive system, which allows for a continued improvement of our services. Provides a positive workplace environment that is conducive for meeting our needs.

Question 5

An email to Wendy concerning a complaint

Your concern has been received and taken into account. As the review-team continues to go through the complaint received, kindly stay calm as they find the underlying cause of this.

References

Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard Business Review, 93(4), pp.40-50.

Certo, S.C., 2018. Supervision: Concepts and skill-building. McGraw-Hill Education.

Davidov, G. and Eshet, E., 2015. Intermediate approaches to unfair dismissal protection. Industrial Law Journal, 44(2), pp.167-193.’

Howard, L.W., Turban, D.B. and Hurley, S.K., 2016. Cooperating teams and competing reward strategies: Incentives for team performance and firm productivity. Journal of Behavioral and Applied Management, 3(3).

Jimeno, J., Martínez-Matute, M. and Mora-Sanguinetti, J., 2015. Employment protection legislation and labor court activity in Spain.

Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Macdonald, E.K., Kleinaltenkamp, M. and Wilson, H.N., 2016. How business customers judge solutions: Solution quality and value in use. Journal of Marketing, 80(3), pp.96-120.

Malik, M.A.R., Butt, A.N. and Choi, J.N., 2015. Rewards and employee creative performance: Moderating effects of creative self?efficacy, reward importance, and locus of control. Journal of Organizational Behavior, 36(1), pp.59-74.

McGowan, M.A. and Andrews, D., 2015. Labour market mismatch and labour productivity: Evidence from PIAAC data. OECD Economic Department Working Papers, (1209), p.0_1.

Moll, S., Patten, S.B., Stuart, H., Kirsh, B. and MacDermid, J.C., 2015. Beyond silence: protocol for a randomized parallel-group trial comparing two approaches to workplace mental health education for healthcare employees. BMC medical education, 15(1), p.78.

Mone, E.M. and London, M., 2018. Employee engagement through effective performance management: A practical guide for managers. Routledge.

Pinto, C., 2016. Managing Employee Grievance in the Hotel Industry in India (Doctoral dissertation, Dublin Business School).

Pulakos, E.D., Hanson, R.M., Arad, S. and Moye, N., 2015. Performance management can be fixed: An on-the-job experiential learning approach for complex behavior change. Industrial and Organizational Psychology, 8(1), pp.51-76.

Sahebjamnia, N., Torabi, S.A. and Mansouri, S.A., 2015. Integrated business continuity and disaster recovery planning: Towards organizational resilience. European Journal of Operational Research, 242(1), pp.261-273.

Saundry, R.A. and Wibberley, G., 2014. Workplace dispute resolution and the management of individual conflict—A thematic analysis of five case studies.

Sowa, J.E., 2015. Managing employee problems: state government grievance and complaint resolution systems and practices77. Public Human Resource Management: Problems and Prospects, p.225.

Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in the public sector. Routledge.