Performance Management at Windows and Blinds

This assignment examines the performance management and reward system implemented by Windows and Blinds, a UK-based company with a turnover of 25 million. The current system involves one-to-one meetings, annual appraisals, and three parallel reward schemes. However, the analysis reveals shortcomings such as a complex system, lack of clarity in rewards, and insufficient monitoring, leading to undistinguished performance. Recommendations include simplifying the system, aligning performance measurement with incentives, and implementing disciplinary actions for underperformance to achieve a more effective management framework.

Running head: PERFORMANCE MANAGEMENT AND REWARDS
Performance Management And Rewards
Name of the Student
Name of the University
Author Note

1PERFORMANCE MANAGEMENT AND REWARDS
Slide 1
Windows and Blinds is a company based in UK, having a turnover of approximately 25
million per year and achieving substantial levels in profit.
Slide 2
One-third employees work in the Sales and Marketing Divisions and are bound by
Performance Management and Rewards System, in which they get the desired training.
Slide 3
One-to-one meetings are held every three months between the managers and staff to
monitor and record evidences of performance against the objectives. Appraisal meetings are held
annually where information collected through one-to-ones are gathered.
Slide 4
3 parallel reward schemes are followed for the sales teams. Achievement of objectives
helps employees to earn bonuses up to 10% of their basic salaries and commissions for hitting or
exceeding targets.
Slide 5
Achieving or going beyond the targets specified for unit sales, yields commission. Due to
the complex system, Sales Managers might not predict the outcomes of performances
effectively. No firm grip over PMRS, thus monitoring gets distorted.
Slide 6
Employees tend to get away with poor performances due to lack of proper monitoring.
Ordinary results with PMRS of 6. Sales people don’t achieve targets, with no star performers
Slide 7 (Recommendations)
One single scheme must be introduced for better management. Performance measurement
will be combined with incentives, bonuses and commissions. Rewards would be clearly stated.
Weak employees would be subject to remedial measures or disciplinary actions.
Slide 8 (Conclusion)
An effective management system is essential to monitor that the progress and activities of
the employees are in tune with the set objectives.

2PERFORMANCE MANAGEMENT AND REWARDS
References
Aguinis, H., Gottfredson, R.K. and Joo, H., 2012. Using performance management to win the
talent war. Business Horizons, 55(6), pp.609-616.
Bach, S., 2012. Performance management. Managing Human Resources: Human Resource
Management in Transition, pp.219-242.
De Waal, A., 2013. Strategic Performance Management: A managerial and behavioral
approach. Palgrave Macmillan.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns,
R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing Employee Performance &
Reward: Concepts, Practices, Strategies. Cambridge University Press.