Performance Review Process and Frequency

The assignment discusses the importance of achieving a comprehensive performance measurement of employees. It highlights that the frequency, purpose, and process of performance reviews vary from one organization to another. The article suggests that frequent employee performance reviews are essential to ensure that all employees are dedicated to their tasks and performing according to guidelines. It also mentions various processes of performance review and appraisal such as Management By Objectives, Balanced Scorecard, and 360 Degree Feedback System. Additionally, the assignment includes a reflective review of a recently conducted performance review meeting, highlighting its strengths and weaknesses.

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STUDENT NAME: Yousef Mohamed Al
Hammadi
PROGRAMME START
DATE:4.03.2018
PROGRAMME TITLE: CHRP COURSE LOCATION: ABU DHABI
PERSONAL TUTOR:CAROLE CANNAS
ASSIGNMENT TITLE: 3PRM Assessment Activities
SUBMISSION: 1ST 2ND Extension
(delete) DATE OF SUBMISSION:09.06.2018
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Table of Contents
Activity 1:...................................................................................................................................3
1.1 A description of the purpose of performance management and its relationship to
business objectives:................................................................................................................3
1.2 An explanation of the key components of performance management:............................4
1.3 An explanation of how performance management processes can affect staff motivation:
................................................................................................................................................5
2.1 Clarification of the purpose of reward within a performance management system:.......5
2.2 An exploration of the components of an effective total reward system and how a total
reward system links to performance management:................................................................6
3.1 Identification and explanation of five factors for managing performance.......................7
3.2 Description of the various items of data that are needed within a performance and
reward management system...................................................................................................8
4.1 Examination of the frequency, purpose and process of performance reviews.................9
Activity 2:.................................................................................................................................10
4.3 Reflective Review..........................................................................................................10
References:...............................................................................................................................12

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Activity 1:
1.1 A description of the purpose of performance management and its
relationship to business objectives:
Performance management is the tool with which the managers ensure that the organizations
remain competitive and achieve the success with excellence. The performance management is
that method with which the individuals and the teams are well managed to achieve the
highest level of performance at every phase of the organization. It is the process with which
feedback documentation and accountability are provided to the employees to evaluate and
assess the performance outcomes and to help the employees to channelize their skills and
talents towards the achievement of the business objectives of the organization (Gallant,
2012). Try not to depend on or use too many external references. The CIPD examiner wants
to see the answers in your own words, so that they can see you understand the meaning of
each learning outcome!! So…. A few words of your own here would help. The main aim of
the management is to get the preset objective and goals achieved and these objectives could
be achieved with the help of the contribution of the human resources who are considered to
be the capital assets of the organization. The organizational goals and objectives are being
understood and shared among the individuals of the organization on the basis of the role
being played by them in the organization. Performance management is that tool with which
help the managers in achieving their vision and mission of making their organizations
successful and competitive. The HR managers in collaboration with the other managers of the
organizations manage the performance of the employees. They provide the employees regular
feedbacks on their performances. The employees and the managers discuss on the targets
which are given to the employees either on individual basis or on the entire teams. This
enhances the motivation of the employees. It is desirable that the performance management is

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established on clear communication and trust between the managers and the employees which
benefit both. The employees get job satisfaction and contribute their best to the overall
success of the organizations and to the achievement of the objectives through their
performances (HEATHFIELD, 2018).
1.2 An explanation of the key components of performance management:
The key components of performance management include management involvement, goals
setting, learning and development, feedback and training and ongoing conversation. The
managers are responsible for shaping the expectation of the performance level of the
employees by directing them towards the right ways of accomplishing the tasks. They coach
the employees and make them understand that they are capable of doing the tasks. They help
the employees in correcting the tasks by providing feedbacks to them. The managers set the
goals for the convenience of the employees. The connection between the performance
management and employee performance helps to engage the employees with the goals and
objectives of the business. The managers help the employees to achieve the goals and
objectives by providing them learning and development. To achieve higher performance the
managers invest huge amounts towards the learning and development. This supports the
achievement of the goals in the current time and for the future.
Feedback and coaching are the two most important components of performance management.
The employees are given feedback on regular basis by their managers so that they could
understand the areas where they need to be careful and more effective. Along with the
feedback the managers also provide arrangement for their training. The managers provide the
employees necessary training and coaching which boosts up their skills and confidence with
which they enhance their performance level. Ongoing conversation is another vital
component of performance management which includes management, learning feedback and

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gaols. The organization must ensure that that culture where the ongoing conversations
between the managers and the employees regarding the gaols, targets, performance
excellence, learning, management and coaching takes place. There are some other
components also like the observations, gathering of data, performance appraisal meetings and
diagnosis of performance (CIPD , 2017).
1.3 An explanation of how performance management processes can affect
staff motivation:
The performance management is the tool which helps to make the employees motivated. The
main aim performance management is to enhance the performance of the employees. The
managers provide the suitable working conditions where the employees could be directed and
channelized in the right direction through coaching and training. This increases the
confidence and skills of the employees. The feedback is provided to the employees to make
them aware of their progress and to improve the same. The communication is made clear and
transparent so that the employees get the right feedback and information which could
enhance their performance (Ying, 2012). The culture of the organization is also responsible
to implement success performance management practices. The employees get the support
and guidance of their managers. The performance management is aligned with the business
objectives. These factors make the working condition suitable and workable for the
employees. The performance of the employees gets enhanced and they achieve job
satisfaction and ultimately they get motivated. The working condition could be used to
enhance the employee morale and motivation. They being motivated perform at their best and
try to achieve the objectives of the business and growth of the organization (Kasyoki &
George, 2013). See my point above about use of external references, try to summarise in your
own words as much as possible.

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2.1 Clarification of the purpose of reward within a performance
management system:
As per positive reinforcement aspect, by increasing the compensations of the employees or
rewarding them with incentives or bonus for good performance increases the motivation of
the employees. Negative reinforcement helps the employees to rectify the areas where they
are weak or ignorant and it is also necessary in managing their performances. Extinction
could make the employees confused regarding their performance progress. Punishments are
given to reduce the continuity of wrong behaviour or conducts towards their performance.
The managers should understand these aspects and must be able to encourage and motivate
the employees with rewards. If the employees do get rewards for their performance then they
would lose motivation and would not perform in the desirable ways. The main purpose of the
rewards is to motivate the employees and to retain them. It reduces the rate of employee
turnover. The employees are most valuable resources of the organizations and their
contributions towards the organization must be recognized. They rewards are the recognition
and appreciation for the outperformance of the employees. This not only motivates them but
also encourages them to become more effective performance wise. (Mayhew, 2017). You
could give an example of the purpose of reward within your own organisation here…
2.2 An exploration of the components of an effective total reward system
and how a total reward system links to performance management:
The total rewards system is consisted of certain components like individual growth of the
employees, compelling future of the organization, positive working condition and total
payout. Rewards help in individual growth of the employees. The employees are given ample
opportunities to learn and develop by the means of training and coaching and promoting them
on high end projects. The reward system is essential for a compelling future of the

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organization. It encourages growth and appealing future through success (Entrepreneur,
2017). The reputation of the organization also serves as a reward to the employees. The right
style of leadership enhances the positivity in the workplace and makes the working
conditions suitable and rewarding for the employees. Reward system increases the positivity
in the workplace. The rewards play a significant role in the performance management system.
The pay of the employees also plays a crucial role. The employees are given variable pays on
the basis of the work and performance they depict. The employees are paid additional
payouts when they perform outstandingly. This encourages the other members of the
organization to become more efficient. In this way the total reward system links with the
performance management (Chimoriya, 2016). You could give an example of the types of
financial and non-financial reward in your own organisation here
3.1 Identification and explanation of five factors for managing
performance.
The performance management is one of the major functions of the HR department of an
organisation that helps the employees conduct their daily operations effectively along with a
monitoring and evaluation of their performances. The performance management system is a
much holistic process that is dedicated to improving the performance of the employees. It is
not only the performance appraisal that is to rate the performances of the employees within
the organisation. The major factors of performance management can be enumerated as
follows:
1. Change Management through performance orientation- There needs to be proper
performance orientation of the employees such that the management is able to
understand the various areas in which to develop the performance management

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system of the employees working at different job posts within the organisation. The
plan should look to impellent policies as per the changing dynamics of the industry.
2. Emphasis on operations- In order to achieve improvement in the performances of
the employees that is measured by achieving reduction in costs, increasing efficiency
and service delivery of the employees, the HR needs to focus on the operations
metrics and not on just the results of the performance management programs.
3. Infrastructure for performance management- An effective infrastructure of
performance management is needed that implements the various competencies in the
domain of business intelligence. The right procedures, standardised methods of
accessing and sharing information and creating an approach to governance are
required for the effective management of performance information.
4. Correct Metrics- There needs to be effective measures or metrics for the purpose of
measuring the goals, mission, strategic decisions, return on investment and risks for
achieving a successful evaluation and analysis of the performance of the employees
and the progress they are making.
5. Accountability & Responsibility- A proper performance management system culture
within an organisation should consist of undertaking responsibility and accountability
for the achievement of the expected results of the performance management system.
There should be evaluation as to which of the performance management procedures
are effective and which ones are negative and need to be changed (Galvan, n.d.).
Again, ensure that you have described the factors in your own words.

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3.2 Description of the various items of data that are needed within a
performance and reward management system.
Performance and reward management systems are undertaken on the basis of several data
related to the organisation objectives and the performances of the employees. The
organisational records are the key sources of valuable data related to the employee such as
the objectives and targets achieved by him in a month or year, his behavioural records,
number of complaints against him, level of absenteeism, etc. These data are extremely
important in designing the performance and reward management systems because it is based
on these data that the performances of the employees are evaluated. But, it is not often
extremely dependable as such data are often influenced by a number of other factors that
might not be depicted through the data stored in respect of each of the employees’
performances. There are various performance outcomes that cannot be measured such as the
degree of inspiration that an employee has received from his manager or leader and at the
same time the extent of inspiration that the employee has been able to offer to his juniors.
These cannot be quantified. However, there are some data such as the units sold by each of
the employees and the business generated by each one of them, their performances in the
training and development programs in the organisation, etc. that can be quantified
objectively.
The organisations nowadays implement open appraisal and closed appraisal. Open appraisal
system consists of discussions regarding the performance of the employees with their
managers that is more qualitative in nature. The closed appraisal system incorporates a
number of criteria upon which the performance of the employee is rated and there is an
overall rating of the performance. Here, the evaluator might use rating scales such as the
Likert scale. Hence, presence of qualitative and quantitative data is extremely essential for

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achieving a comprehensive performance measurement of the employees (University of
Leicester, 2018). You’ve covered quite a lot here using another external reference but you
could go back to the work we did in the classroom, listing all the data required in the process
e.g. job descriptions, feedback from peers/other managers, external feedback from customers,
last year’s review etc etc.
4.1 Examination of the frequency, purpose and process of performance
reviews.
The frequency, objective and method of performance reviews vary from one organisation to
the other. It depends on the management policies. Generally, in the majority of the
organisations, performance reviews are conducted every six months to one year. However,
many of the employees often report that their performances are being evaluated even less
frequently. One of the reasons behind such irregularities might be the negative perspective of
the manager regarding the performance appraisal system followed within the organisation.
But, it is prudent to review employee performances frequently so that it can be ensured that
all the employees are dedicated to their tasks and are performing according to the guidelines.
The purpose of employee performance review is to determine the strengths and weakness in
the performances of the employees such that the proper steps can be taken by the manager to
discuss the issue with them so that the loopholes can be identified and successfully removed
(HRMP, 2018). It would be good to see an example of how often it is carried out in your
organisation and what the process is there e.g. line manager arranges date for review/asks for
information in advance from employee etc etc
There can be various processes of performance review and appraisal such as the Management
By Objectives, Balanced Scorecard and the 360 Degree Feedback System. The Management

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By Objectives technique identifies the performances on the basis of various objectives that
the employees are supposed to achieve. The Balanced Scorecard is a metric that rates the
employees in different aspects (Boteanu, 2016). The 360 Degree Feedback system offers
reviews and feedbacks from different directions like peers, seniors, juniors, customers,
suppliers, etc. and therefore is considered as one of the most reliable methods of performance
review (Impraise, 2018). This last section doesn’t really cover the process in detail, so see
my comment above and describe the process in your own company instead.
Activity 2:
4.3 Reflective Review.
The performance review meeting that was undertaken was a memorable experience that
helped to gain knowledge about its essence and the impact it has on the employees of the
organisation. The critical review of the recently conducted performance review meeting has
depicted the following:
Strengths:
 There was a sound planning of the aspects to be covered in the performance review
meeting.
 The discussions with the employees were based on the basis of qualitative as well as
quantitative data related to their performances.
 All the employees selected for the review meeting were honest in providing their own
feedbacks to the questions asked as a part of the review.
Weaknesses:

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 The review meeting was only conducted on few of the employees of one of the
departments in the organisation and all of them were executives
 There was lack of time to conduct the review meeting on more number of employees
belonging to different departments and diverse job positions that could have been
more authentic.
The experience was extremely rewarding and it will offer a more clear idea when an actual
performance review meeting has to be undertaken as an HR employee in an organisation. The
strength areas need to be worked upon and the weaker areas need to be developed through
undertaking a personal development plan such that the qualities required to undertake
performance reviews effectively in future profession can be developed and nurtured from the
very beginning.

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References:
Boteanu, O. (2016). Management by Objective and Balanced Scorecard. Retrieved from
bscdesigner: https://bscdesigner.com/management-by-objective-and-bsc.htm
Chimoriya, B. (2016, february). Reward in HRM: Types, Qualities of Effective. Retrieved
from wisenepali: http://www.wisenepali.com/2016/02/reward-in-hrm-types-qualities-of.html
CIPD . (2017, July 31). Performance management: an introduction. Retrieved from cipd:
https://www.cipd.co.uk/knowledge/fundamentals/people/performance/factsheet
Entrepreneur. (2017). The Best Ways to Reward Employees. Retrieved from entrepreneur:
https://www.entrepreneur.com/article/75340
Gallant, M. (2012, November 29). A simple definition of performance management...and why
everyone plays a role. Retrieved from saba: https://www.saba.com/blog/a-simple-definition-
of-performance-managementand-why-everyone-plays-a-role
Galvan, S. D. (n.d.). Five Factors for Effective Performance Management. Galvan and
Associates, LLC.
HEATHFIELD, S. M. (2018, january 1). Performance Management. Retrieved from
thebalance: https://www.thebalance.com/performance-management-1918226
HRMP. (2018). Frequency of performance appraisals. Retrieved from hrmpractice:
http://hrmpractice.com/frequency-of-performance-appraisals/
Impraise. (2018). Advantages And Disadvantages Of 360-Degree Feedback. Retrieved from
blog.impraise: https://blog.impraise.com/360-feedback/advantages-and-disadvantages-of-

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360-degree-feedback-performance-review
Jones, M. (2017, November 30). Types of employment status. Retrieved from breathehr:
https://www.breathehr.com/blog/types-of-employment-status
Kasyoki, F. K., & George, D. G. (2013). Analysis of Performance Management on Employee
Motivation: A case of Kenya Electricity Generating Company Limited. European Journal of
Business and Management Vol.5, No.21 , 80-94.
Mayhew, R. (2017, 26). What Are the Purposes of Rewards & Recognition? Retrieved from
bizfluent: https://bizfluent.com/info-8218329-purposes-rewards-recognition.html
Morrison, M. (2017, October 24). Internal and External Factors that impact the employment
relationship. Retrieved from rapidbi: https://rapidbi.com/internal-and-external-factors-that-
impact-the-employment-relationship/
University of Leicester. (2018). Unit 5: Performance Appraisal. Retrieved from le.ac.uk:
https://www.le.ac.uk/oerresources/psychology/individualsatwork/unit5/page_05.htm
Ying, Z. Y. (2012). The Impact of Performance Management System on Employee
performance. Master Thesis , 1-57.