Managing People Performance Report

This report analyzes the performance management system at Spotless Catering, a business providing various catering services. The report examines existing practices, including duty allocation based on employee skills, communication of codes and practices, risk analysis procedures, performance appraisal integration with organizational objectives, manager training, performance monitoring techniques (Balanced Scorecard and 360-degree appraisal), feedback methods, handling poor performance, performance contribution analysis, performance development planning, coaching sessions, and legal considerations for employee exits. The report concludes that while the existing system has strengths, improvements are needed to enhance employee recognition and reward. Recommendations include using employee contribution and performance as primary review criteria and implementing direct managerial monitoring to identify areas for improvement.

MANAGING PEOPLE PERFORMANCE
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Table of Contents
Introduction......................................................................................................................................3
Findings of existing performance management system...................................................................3
a)..................................................................................................................................................3
b)..................................................................................................................................................3
c)..................................................................................................................................................3
d)..................................................................................................................................................4
e)..................................................................................................................................................4
f)...................................................................................................................................................4
g)..................................................................................................................................................5
h)..................................................................................................................................................5
i)...................................................................................................................................................5
j)...................................................................................................................................................5
k)..................................................................................................................................................6
l)...................................................................................................................................................6
Conclusion.......................................................................................................................................6
Recommendation.............................................................................................................................6
References........................................................................................................................................7
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INTRODUCTION
Performance Management is a process that provides feedback, accountability and
documentation for performance outcomes. It is practiced in organizations so that employee can
get adequate information about their skills and capabilities (Beardwell, Holden and Claydon,
2001). The present research study has been emphasizing on catering business which delivers
food services along with other catering amenities. Thus, in this respect Spotless catering business
is selected as that delivers different catering services to diverse clients. The business has been
emphasizing on flat organizational structure with few or no levels of middle management
between the staff members and executives..
FINDINGS OF EXISTING PERFORMANCE MANAGEMENT SYSTEM
a)
At Spotless catering business, managers are using different ways to allocate duties and
responsibilities to the employees and chiefly it emphasizes on delegating the duties according to
the skills and qualifications of the workforce. Prior delegating any role to the employee, manager
of catering business consider deadlines and urgency of work and on that basis, actual work is
delegated to the employees (Boxhall and Purcell, 2008). People are segregated for different roles
as catering business have diverse stores which delivers quality services to the end users. This is
also a cost effective process that aids the managers to conduct all the activity in proper manner.
b)
Prior starting organizational work, catering business ensure that all the codes and
practices are being communicated to the employees so that appropriate standards could be
followed in organizational activities. It is essential for the business entity to focus on all the
ethical aspects so that value of the business could be enhanced (Barbeito, 2004). At the same
time, Spotless catering business has to ensure that quality standards are being followed upon so
that better services could be rendered to the end users.
c)
At catering business, the process of risk analysis includes all these stages:
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 At the initial stage, uncertainty is identified and quantified so that actual areas of risks
could be analyzed.
 Next stage involves computing the impact of uncertainty so that managers can identify
the need of contingency plans.
 At next level, manager of catering business complete a risk analysis model and on that
basis, specific solutions are being adopted at workplace (Bridle, 2010).
 The model then needs to be explored within simulation at Spotless catering business
 Afterwards, manager has to ensure that the model evaluates all the results in appropriate
manner as then only, effectiveness of model could be ascertained.
 At last, decision needs to be made so that better opportunities can be generated to manage
risks.
d)
At Spotless catering business, performance appraisal system needs to be integrated with
organizational objective and policies so that employees can get maximum benefits and
appreciation from the organization (Brockbank and Ulrich, 2005). Thus, a specific form is
provided to the employees of Spotless catering business so that they can find out on what basis
their performance is being measured and monitored. With the help of performance appraisal,
employees get the idea about the areas of development and at the same time, it leads them to
receive rewards and recognition.
e)
The manager of Spotless catering business are provided with training and development so
that they can conduct the procedure in proper manner. This is also crucial so that proper
feedback can be collected about the performance of employees according to organizational
standards. Thus, in such context all the managers are given suitable guidance which also aids
them to carry out all their practices in proper manner (Budhwar, 2000).
f)
In order to monitor and evaluate the performance of employees, it is crucial for catering
business to emphasize on specific technique such as Balance Score Card and 360 appraisal
method as through that specific information about employee capability could be identified.
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Along with this, peer opinion can also be acquired as they have detailed information about the
capability of employees.
g)
With the help of direct communication and also through discussion, employees can be
informed about their performance aspects as this lies under informal way of providing feedback
to the employees (Christensen, 2002). At the same time, one to one meetings could be conducted
to discuss the areas of improvements.
h)
Managers of Spotless catering business has the authority to communicate about poor
performance as this has a direct impact on organizational performance and productivity aspects
(Chuang, Church and Zikic, 2004). At the same time, supervisors and direct authority of the
person is also informed about the areas of improvements. Similarly, they are given another
chances to improve the performance aspects.
i)
In performance management system, the contribution of employees in achieving
organizational practices are being analyzed. Along with that, manager also ascertains if the
employee has given any contribution in organizational growth and success aspects. Furthermore,
managers also reviews the expected and actual performance
j)
The elements that lie under performance management are plan, act, monitor and review.
Furthermore, the managers also analyses comparison between actual and expected performance
as this gives the correct idea about employee performance (Collins and Clark, 2003). The stages
involved in the performance development plan are discussed as under:
Skill Current
competency
Method of
improving
the skill
Time period to
develop the skill
Communication
skill
3 Through
attending
different
Within the
period of 3
months
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training
sessions
Leadership skill 2 Through
getting expert
advice
Within the
period of 2
months
Time
management
ability
2 Through
preparing
different
action plan
Within the
period of 4
months
k)
After completing the standard working hours, coaching session will be organized so that
employees could give their active presence in such sessions (DeSimone and Werner, 2009).
Proper scheduling and ways of delivering training is being specified in this stage so that
employees can get appropriate idea about the areas of development.
l)
Legal regulation is required to be followed on in both voluntary exist and termination.
However, employees in Spotless catering business are also required to give specific reasons for
which they are leaving the organization and the same is with termination case. Notice period is
also required to be given by the employees under mandatory requirements.
CONCLUSION
Performance management is vital in accelerating encouragement level of employees and
as a result this aids them to become productive element for the business (Freeman and Ceriello,
2011). The existing performance has some qualities; however it needs improvements as well so
that rewards and recognition could be delivered to the employees in appropriate manner.
RECOMMENDATION
Employee’s contribution and their ability to perform should be the major criteria on the
basis on which performance of the employees should be reviewed. Furthermore, managers and
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leaders should also conduct direct monitoring so that actual areas of improvements could be
found out initially.
REFERENCES
Barbeito, C. L., 2004. Human Resource Policies and Procedures for Nonprofit Organizations.
JohnWiley & Sons.
Beardwell, I., Holden, L., and Claydon, T., 2001. Human Resources Management. Financial
Times, Prentice Hall. Pearson Publications: Harlow, Essex.
Boxhall, P. and Purcell, J., 2008. Strategy and Human Resource Management. 2nd ed. Macmillan.
Bridle, P., 2010. HR should be buried and then given a seat on the board. Human Resource
Management International Digest. 18(1). pp.5 – 7.
Brockbank, W. and Ulrich, D., 2005. The HR value Proposition. Harvard Business Review
Budhwar, S. P., 2000. Evaluating levels of strategic integration and devolvement of human
resource management in the UK. Personnel Review. 29(2), pp.141 – 157.
Christensen, H. J. M., 2002. HRM and Universalism: Is there one best way. International
Journal of Contemporary Hospitality. 14. pp.221–228.
Chuang, Y. T., Church, R. and Zikic, J., 2004. Organizational culture, group diversity and intra-
group conflict. Team Performance Management. 10(1). pp.26-34.
Collins, C. J. and Clark, K. D., 2003. Strategic human resource practices, top management team
social networks, and firm performance: The role of human resource practices in creating
organizational competitive advantage. Academy of management Journal. 46(6). pp. 740-
751.
DeSimone, R. L. and Werner, J. M., 2009. Human resource development. 5th ed. Cengage
Learning.
Freeman, C. and Ceriello, V. R., 2011. Human resource management systems: strategies, tactics,
and techniques. 2nd ed. Jossey-Bass Publishers.
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