Performance Management and Leadership Development

This assignment reviews 25 years of research and theory on leadership development, including psychological and social benefits of participation in sports for children and adolescents. It also covers situational, transformational, and transactional leadership and leadership development, as well as team development manual and performance measurement approaches. The assignment provides a detailed analysis of various topics related to performance management and leadership development.

Developing Individuals, Teams
& Organisations

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
P1 Knowledge skills and behaviours required by Human resource professionals..........................1
Task A.........................................................................................................................................1
P2 Analysis of personal skill audit and preparation of professional development plan..................3
Task B.........................................................................................................................................3
Task c..........................................................................................................................................4
P3 Analysing difference between organisational and individual learning; training and
development need............................................................................................................................5
Task d..........................................................................................................................................5
P4 The need for continuous learning and professional development..............................................6
Task e..........................................................................................................................................6
P5 High Performance Working framework contribution to employee engagement........................8
P6 Different Approaches to performance management...................................................................9
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
An effective manager identifies the skills, behaviours and knowledge required by
company to meet their objectives (Bolman and Deal, 2017). In accordance with this context, this
assignment will cover the knowledge, skills and behaviours which must be have in human
resource professionals. Further analysis of, personal skills of employee named Jane Cambridge
will be made in this report. Professional development plan will be created for the employee. The
difference between organisational and individual learning will be analysed and the need for
continuous learning and increasing professional growth to drive sustainable business
performance will be evaluated in this assignment. An essay will be made which will demonstrate
how high-performance working contributes in employee engagement effectively and efficiently.
Eventually different approaches of performance management will identify and evaluate in the
present assignment.
P1 Knowledge skills and behaviours required by Human resource
professionals
Task A
In order to determine the skills, behaviours, knowledge and competencies of human
resource officer, first the roles and responsibility of human resource professionals will be
evaluated effectively (Rock, 2014). Human resource officer plays many roles such as
consultancy role, problem solving role, recruitment and selection, etc. From this perspective,
these managers need to have following skills, knowledge and competencies. The knowledge,
skills and competencies required by human resource officers are provided below:
Knowledge Human resource and personnel Knowledge: Human resource and personnel knowledge
includes principles and procedures for recruitment and selection, training and
development, compensation and industrial relations (Ford, 2014). Administration Management: Knowledge of business management helps in administering
payroll and maintaining employee records. Further, it helps manager to effectively
allocates the resources and assist in formulating efficient strategic plans. Clerical Knowledge: Clerical knowledge is very essential for human resource officer. It
will help in designing and drafting innovative policies and practices. It will also aid in
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documentation and recording of employee information in files and database effectively
(Woodcock, 2017). Counselling and Therapy: The knowledge of counselling is very important for human
resource professional. It will help the manager to work efficiently with other departments
and solving the problems and issues of employee. Legal Knowledge: Human resource officer must have knowledge about laws and rights
on which the organisation works on. This includes equality law, works health and safety
laws, etc (Day and et.al., 2014).
Skills Communication and listening skills: The most important skills, human resource officer
must possess is the communication and listening skills. It will help him to transmit
knowledge and information regarding important and employee related activities such as
advising on pay and remuneration, etc. easily and efficiently. Coordinating skills: Human resource officers works with different teams and
departments. In order to increase working efficiency, they are required to have effective
coordination skills (Aarons and et.al., 2014). Decision Making and Judgement Skills: While working and negotiating with staff and
their representatives, such as trade unions, human resource officer must possess quick
decision making and judgement skills in order to eradicate issues and creates harmony in
organisation. Time Management skills: Effective management of time so that the flow of work in
organisation can be maintained. Human resource officer must possess time management
skills so that he can manage the workload easily.
Behaviour Accountability: Human resource officer must be accountable and responsible for his
activities. This will help him in effective growth and development. Adaptability: HR officer must be adaptable and deals with tense situations effectively
(McCleskey, 2014Serrat, 2017).
 Leadership: He must be leader and should influence his team in right direction, so that
organisation can accomplish its goal and objectives easily and efficiently.
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P2 Analysis of personal skill audit and preparation of professional
development plan
Task B
Personal skills in human resource officer helps in effective growth and development. It
reduces the efforts and increases the efficiency in working and doing other business activities
(Eime and et.al., 2013). In accordance with this context, analysis of personal skill audit of Jane
Cambridge will be made. This will help in identifying needs for training and development and
further aid in all over improvement in her performance. The analysis of personal skills of Jane
Cambridge is provided below:
1. Analysis of Information and Technology knowledge: Information and technology
knowledge includes knowledge about computer systems and software. This helps in
reducing the manual efforts and increases the efficiency of human resource manager.
From the personal skill audit of Jane Cambridge, it was identified that she possesses very
effective knowledge of utilising internet services and managing e-mail. Thus, only minor
training is required to increase level of her performance. From further analysis, it was
identified that she was good in operating Microsoft Word and Microsoft Power Point.
Albeit need of training is required in order to increase her knowledge and efficiency
while operating and working with the software (Bolman and Deal, 2017). The personal
audit indicates that she has adequate knowledge of Microsoft Excel spreadsheet and little
or no experience of operating database and Microsoft Access. Thus, from this
information it can be stated that Jane Cambridge have appropriate Information and
Technology knowledge. Training is required for improving performance in Microsoft
Excel and database.
2. Analysis of Communication skills: After analysing communication skills of Jane
Cambridge it was identified that she possesses efficient skills of writing reports and
producing materials for presentations (Rock, 2014). Further, she acquired adequate skills
while taking notes of disciplinary hearings, resolving disputes and advising on human
resource issues. Though she lacks drafting contracts of employment and providing
training to new recruits. Thus, from the analysis it was identified that she does not have
appropriate communication skills and training is required in order to improve her
communication skills effectively.
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3. Analysis of problem solving skills: After analysing the problem-solving skills of Jane
Cambridge it was identified that she has good knowledge in exploring more than one
solution to solve the problem and effective skills in considering the ideas of other
employees to eliminate the problem (Ford, 2014). Further, she has acquired adequate
verbal reasoning skills to tackle complex problems. Thus, from the analysis it can be
stated that she possesses appropriate problem-solving skills and requires minimum
training and development to support and improve her skills efficiently.
Task c
Professional Development Plan of Jane Cambridge: The professional development plan of
Jane Cambridge will aid in improving her skills and efficiency. It is provided below in the table:
Table 1: Professional Development Plan
Areas of improvement Growth Opportunities Criteria for
judging skill
development
Time
Required
Evidence
Information and
technology skills
Improved efficiencies in
Microsoft Excel and
database
Practical
criteria. Use
of Computer
technology to
provide
training
3 months Human
resource
manager
Communication skills Increase in drafting
contracts and delivering
training session
Oral Criteria.
By organising
workshops
and seminars
to increase
communicatio
n skills
2 months Superiors
and
subordinates
Problem Solving skills Improvement can be
seen after training in
Practical and
oral criteria
8 months Top and
middle
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verbal reasoning skills
to handle complex
problems and selective
use of information
management
of
organisation
P3 Analysing difference between organisational and individual learning;
training and development need
Task D
Organisational learning, training and development needs: Organisational learning training and
development needs are designed according to the strengths and weakness identified by the
human resource department of the organisation (Bolman and Deal, 2017). The learning and
development provided by the organisation is based on the weaknesses they identified in an
individual and design training program according to it. In case of Jane Cambridge, the
organisation identified that she lacks in communication and information technology skills and
knowledge. So, they designed the learning and development program accordingly which helps in
effective growth and development of individual as well as organisation. Organisational learning
training and development is different from individual learning training and development. The
management of business company view this in broader perspective and work accordingly so that
the employees in the organisation can improve their performance and company can drive on the
path of success and sustainability.
Individual learning, training and development needs: Individual learning, training and
development needs are different from organisational learning training and development needs. In
this methodology, employee self-analyses and identifies his/her potentials, strengths and
weaknesses (Rock, 2014). The perspective is narrower and an employee only identifies certain
weaknesses in which he/she requires specific training and development needs. It is very different
from organisational learning training and development needs as it is the responsibility of
individual to identify his strengths and weaknesses effectively and efficiently. Jane Cambridge
was provided with performance development plan in which she herself identifies her potential
strengths and weaknesses effectively and efficiently. Individual learning, training and
development needs is identified by the individual himself only. It will provide organisation an
idea on which they can provide him/her training effectively and efficiently.
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P4 Need for continuous learning and professional development
Task E
Continuous learning is very essential for Jane Cambridge, Human resource officer. It will
aid in increasing skills and competencies and improve the level of knowledge simultaneously.
Continuous learning is the key ingredient for success (Anderson, Potočnik and Zhou, 2014). In
order to increase the productivity and profitability of the business organisation, continuous
learning and professional development is very essential for the human resource officer. With this
context, the benefits for continuous learning and professional development is provided below: It helps in sharpening skills: Continuous learning and professional development aid in
sharpening existing skills and also develop new skills in human resource professionals.
Further, continuous learning will assist in thought process and critical thinking capacity
of the employee efficiently and effectively (Hawkins, 2017). This implies that continuous
learning is very important in order to develop current skills and competencies efficiently.
It is recommended to Jane Cambridge to focus on continuous learning and professional
development in order to increase the sustainability of the business organisation. Increase in confidence: If an employee focus on learning new things and acquired more
knowledge about his/her area or field, then it will lead to increase in self-confidence.
Self-confidence is very essential for employees while working in the organisation
(Luthans, Youssef-Morgan and Avolio, 2015). It is recommended to Jane Cambridge to
lay more emphasis on continuous learning and professional development so that her
confidence can be increased effectively and efficiently.
 Generation of more option: Non-stop learning and improvement will give more options.
It will increase the level of knowledge and development of skills. It will help Jane
Cambridge to switch careers and organisation easily. Thus, it is recommended to human
resource officer to increase the level of knowledge and skills which aid in generation of
more and greater opportunities.
Kolb- Learning Styles
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David Kolb published his learning styles model in 1984 from which he developed his
learning style inventory. A four-stage cycle of learning and four separate learning styles. Much
of Kolb's theory is concerned with the learner's internal cognitive processes. Kolb Learning cycle
theory is typically represented by four stage learning cycle in which the learner touches all the
bases. Concrete Experience: It refers to the existing learning or experience which is
encountered by learners. Reflective Observation: It refers to reviewing and reflecting the experience faced by the
learner. Abstract Conceptualisation: Reflection gives rise to new idea or modifies the existing
abstract concept.
 Active Experimentation: The learner applies the learnings in real life situations to
generate the possible outcomes.
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Illustration 1: Kolb- Learning Cycle Theory
(Source: Kolb- Learning Styles, 2017)

P5 High Performance Working framework contribution to employee
engagement
High performance working is about generating a culture where there is transparency, trust
and open lines of communication for all (Ryan and O’Connor, 2013). Any organisation can
create high performance working framework by eliminating traditional hierarchical structure
where flow of communication is formal and not effective. They can implement flatter structure
where employees can communicate effectively and efficiently. This will increase the enthusiasm,
determination and motivation in employees working in the organisation. The high performance
working framework of Tesco (A British Multi Retailer Organisation) falls into three areas which
are as follows: High Employee Involvement: By involving employees in decision making process and
empowering them by assigning them more responsibility will lead to increase in their
commitment and loyalty (Landy and Conte, 2016). Moreover, it will increase
profitability and productivity of the company and also sets the benchmark for future
growth and development. Human Resource Practices: The human resource practices formulated and implemented
by the management of Tesco are effective enough to raise satisfaction level of employees
(Bolman and Deal, 2017). Practices and policies such as, time to time rewards and
incentives strategies helps in boosting the motivation level of employees and aid in
growth and development of organisation simultaneously.
 Reward and Commitment Practices: Rewards are based on the performance of
employees. The more effective the performance of employee, the more higher reward
he/she will be entitled with. This increases the performance level of employees and
effectiveness in their work (Rock, 2014). Thus, this lead to growth and development of
the organisation effectively and efficiently.
Benefits of High Performance Work to Tesco:
There are many benefits which are associated with High Work Performance (HPW).
These benefits and advantages will aid in the growth and development of organisation and also
assist in gaining competitive advantages simultaneously. The benefits of High Performance
Work are provided below:
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4. Increase in job satisfaction: It is one of the benefits which is associated with High
Performance Work. It helps in increasing the job satisfaction of employees working at
Tesco (Ford, 2014). If employees can communicate their troubles and issues with their
superiors easily, then it will increase their motivation level and also improves their
satisfaction level.
5. Aid in generating competitive advantage: The management utilises product
differentiation and price differentiation strategies in order to give tough competition in
the market. This is only because the employees are committed, loyal and determined thus
increasing the efficiency in the quality of goods and services effectively and efficiently.
6. Improving organisational commitment: High Performance assist in improving
organisational commitment effectively and efficiently (Woodcock, 2017). Empowering
employees and assigning them with greater responsibilities will improve their loyalty and
commitment level.
7. Improvement in corporate culture in organisation: After implementing high
performance work framework in Tesco overall corporate culture of the organisation has
been improved. Now the corporate culture of the organisation is efficient enough that
increases the commitment and motivational level of employees (Day and et.al., 2014).
Now employees work collectively and collaboratively in teams in order to accomplish
their desired goals and objectives.
P6 Different Approaches to performance management
Performance management (PM) includes activities which ensure that goals are
consistently being met in an effective and efficient manner. Performance management helps in
improving the overall performance of employees so that the organisational goals and objectives
can be accomplish effectively and efficiently (Aarons and et.al., 2014). The process of
performance management is classified into six steps. The first step is to identify the performance
goals and objectives for the organisation. The second step is to set and develop employee
objective, goals and behavioural operations. The third step constitute of provisional support and
exchanging the feedback of performance. Fourth step consists of acquiring the performance level
of employees. Fifth step is to determining the improvement needs of employees and sixth step is
to providing outcomes for or not achieving key performance indicators.
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Approaches to performance management
Performance management is essential for the organisation, as it not only aid in
determining the goals and objectives of organisation, but also increases the competencies level of
employees effectively and efficiently. There are five approaches to performance management
which are as follows:
1. Comparative Approach: Comparative approach include ranking of employees and
comparing their performance with other employees within same organisation. This will
help the management to assess the level of performance of particular employee with
respect to other employees (McCleskey, 2014). There are multiple methods of
comparative approach like force distribution techniques, paired comparison and graphic
rating scale. For example, a group of performers are ranked on the basis of grades. Grade
A employees are top performers whereas Grade E employees are the worst performers.
2. Attribute Approach: In attribute approach of performance management, employees are
ranked on the particular set of parameters such as problem-solving skills, collaborative
and team working skills, communication and creativity skills and innovative skills. This
method aid in identifying the best and the worst performer effectively and efficiently.
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Illustration 2: Approaches to performance management
(Source: Dey and Giri, 2017)

3. Behavioural Approach: Behavioural approach of performance management consists of a
series of vertical scales for different dimensions of the job. With the help of
Behaviourally Anchored Rating Scale (BARS) the performance of the employee is
measured effectively and efficiently. The employee behaviour is measured and on the
basis of it the goals and objectives are determined.
4. Result Approach: Under result approach, the management of the organisation measure
the performance level of employees on the outcomes they accomplished in the given time
period. For example, management of organisation uses balance scorecard method to
analyse performance of employees on result approach (Serrat, 2017). The method focuses
on four perspectives namely financial, customer, internal and operations and learning and
growth.
5. Quality Approach: This approach focuses on improving customer satisfaction by
reducing errors and achieving continuous quality improvisation. Both the personal and
system factors are considered in quality approach of performance management. Kaizen
method of continuous improvement has been used by the management of the
organisation.
CONCLUSION
From the above report, it can be concluded that continuous learning and development in
employees will lead to success of organisation. In this context, the report analyses appropriate
and professional skills, knowledge and behaviour which are necessary for human resource
professional. The difference between organisational and individual learning, training and
development has been assessed in this assignment. Further, the implications of high performance
working in the specific organisational context has been discussed and approaches of performance
management has been evaluated in this assignment effectively and efficiently.
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REFERENCES
Books and Journals
Aarons, G.A., and et.al., 2014. Aligning leadership across systems and organizations to develop
a strategic climate for evidence-based practice implementation. Annual Review of Public
Health, 35.
Anderson, N., Potočnik, K. and Zhou, J., 2014. Innovation and creativity in organizations: A
state-of-the-science review, prospective commentary, and guiding framework. Journal of
Management, 40(5), pp.1297-1333.
Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and leadership.
John Wiley & Sons.
Day, D.V., and et.al., 2014. Advances in leader and leadership development: A review of
25years of research and theory. The Leadership Quarterly, 25(1), pp.63-82.
Eime, R.M., and et.al., 2013. A systematic review of the psychological and social benefits of
participation in sport for children and adolescents: informing development of a
conceptual model of health through sport. International Journal of Behavioral Nutrition
and Physical Activity, 10(1), p.98.
Ford, J.K., 2014. Improving training effectiveness in work organizations. Psychology Press.
Hawkins, P., 2017. Leadership team coaching: Developing collective transformational
leadership. Kogan Page Publishers.
Landy, F.J. and Conte, J.M., 2016. Work in the 21st Century, Binder Ready Version: An
Introduction to Industrial and Organizational Psychology. John Wiley & Sons.
Luthans, F., Youssef-Morgan, C.M. and Avolio, B.J., 2015. Psychological capital and beyond.
Oxford University Press, USA.
McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and leadership
development. Journal of Business Studies Quarterly, 5(4), p.117.
Rock, D., 2014. Quiet leadership. HarperCollins e-books.
Ryan, S. and O’Connor, R.V., 2013. Acquiring and sharing tacit knowledge in software
development teams: An empirical study. Information and Software Technology, 55(9),
pp.1614-1624.
Serrat, O., 2017. Social network analysis. In Knowledge solutions (pp. 39-43). Springer
Singapore.
Woodcock, M., 2017. Team development manual. Routledge.
Online
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Dey, A. and Giri I., 2017. Approaches for measuring performance of employees. [Online].
Available through:<https://www.projectguru.in/publications/approaches-measuring-
performance-employees/> [Accessed on 31st October 2017].
Human Resources Manager Career. 2017. [Online]. Available
through:<https://www.mymajors.com/career/human-resources-managers/skills/>
[Accessed on 26th October 2017].
Kolb- Learning Styles. 2017. [Online]. Available
through:<http://cei.ust.hk/files/public/simplypsychology_kolb_learning_styles.pdf>
[Accessed on 31st October 2017].
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