International Journal of Productivity and Performance Management

Running head: HUMAN RESOURCE MANAGEMENT
Human resource strategies
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HUMAN RESOURCE MANAGEMENT
1. Why did Freeport-McMoRan need a performance management system? How
might it have helped the company adjust its strategy?
Performance management systems are crucial for the businesses to maintain the
market position in the competitive ambience. In the workplace of Freeport McMoRan,
performance management systems was a necessity for enhancing the virtual learning skills of
the employees. Convenience was increased for the employees regarding efficient and
judicious use of the resources (Noe et al., 2017). As a matter of specification, performance
management system enhanced the working experience of the employees. This is because they
were at ease while using the systems. Pilot programming seemed to be effective for
enhancing the convenience and ease of the employees towards the use of the resources.
Use of the software is a productive option for the company in terms of improvising on
the performance of the firm. The functionality of the system lied in measuring the
contribution of the employees in accomplishing the identified goals and objectives. In case of
Freeport McMoRan, strategic move resulted in increased shareholder return by 19%, in spite
of the declining copper prices. The major drive behind this was effective use of the
performance management systems by the personnel. Adler, (2018) is of the view that
proactive approach from the personnel helped in aligning the goals with the values and
initiatives. This alignment can be correlated with the scientific management theory, where
labour productivity is the main essence.
Integrated strategies relates to the conglomeration of five continents through the
means of effective supply chain network. This connection was supported by outsourcing of
the requirements and follow ups with the performance management systems. Upsurge in the
copper prices was the turning point when the strategies needed to be altered. With this aspect,
Lewis’ change management model can be correlated. Mapping the condition with low prices

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HUMAN RESOURCE MANAGEMENT
was the unfreezing stage, which was to be freezed by the acquisition of the performance
management systems (Bititci, Cocca & Ates, 2016). One of the striking features was the lack
of knowledge regarding implementation of the change. The situation was tactfully handled by
the staffs through the compounding for the operations in the separate mines. Communication
gaps contradicts the integration of the processes through the performance management
systems. Unfamiliarity with the metrics also adds an interrogative parameter to the efforts
behind increase in the shareholder returns.
Acquiring the rival company can be considered to be an initiative towards exposing
tactful approach towards expanding the market share. Placing the focus on separate product
line, that is, oil and gas, aggravated the complexities in coordination. As a matter of
specification, the need of performance management systems was generating inclusive
practices. However, Cosenz and Noto, (2016) is of the view that acquiring a rival company of
twice size can be difficult in terms of influencing the purchasing decision and power of the
clients and customers. However, the plans for implementing the performance management
systems well in time resulted in generation of hope towards monitoring and tracking the
performance.
2. Do you think a pen-and-paper performance management system could have
been as effective as the web-based system Freeport-McMoRan adopted? Why or
why not?
According to me, web based system is more efficient in terms of monitoring the
performance. This is because of the automation and digitalisation, which Freeport McMoRan
would encounter towards enhancing the standards and quality of the operations.
Consideration of the devices like cloud computing and Big Data analytics would be effective
for practising bulk data (Steiss, 2019). This storage would save the company from data thefts