Performance Management Framework Analysis

This assignment delves into the concepts of performance management frameworks, focusing on Australia's approach. It examines best practices for framework development, emphasizing employer responsibilities and legal principles like procedural fairness and natural justice. The assignment also analyzes effective feedback techniques, stressing specificity, timeliness, and sincerity in delivering constructive criticism.

Running head: PERFORMANCE MANAGEMENT AND REWARDS
PERFORMANCE MANAGEMENT AND REWARDS
Name of the Student:
Name of the University:
Author note:

1PERFORMANCE MANAGEMENT AND REWARDS
1. 1
Term Definition
Performance
Management System
The process to assist and improve the employees effectiveness
where leaders and employees continuously work together to plan,
control and observe an employee’s goals or objectives and his or
her total contribution to the workplace objectives.
Performance Appraisal A yearly review of an employee’s total contribution to an
organization, which is documented or evaluated by his or her
manager. It the evaluation tool to judge an employee’s skill, growth
and achievement.
Critical success factor This factor is required for an organization to attain its goals.
Key result Area It refers to the general areas of outcomes in which a team or
department’s activity is responsible.
Performance Indicators
(or Key Performance
Indicators)
It is a measurable tool to evaluate the company’s success for
achieving the key business objectives.
Performance Standards It is a standard set by a company. The employees are bound
to achieve this standard to meet the appraisals at a specific level of
performance (Cizek, 2012).
Excellence in
performance
It refers to a coherent approach to the organizational performance
management that helps in improving the overall organizational
capabilities and effectiveness.
Code of Conduct It is a set of rules or guiding principles laid out by an organization
for appropriate workplace behaviour. It considers organizational
values, the client’s values and ethics and the service an employee

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provides.
MBO (Management by
Objectives)
This aims at improving the performance of an organization by
clarifying the objectives, which is set after agreeing both
employees and management.
Coaching This helps the employees to improve in their performance within
an organization.
Mentoring The mentor provides guidance for improving the performance of
the less-experienced employees.
Informal feedback It is a feedback from manager to an employee apart from
the formal reviews (Rijt, Bossche and Segers, 2013).
Formal feedback It consists of formal reviews that are communicated officially and
it is planned systematically and beforehand.
Employee Assistance
Programs (EAP’s)
This program is designed for identifying and assisting
employees’ personal problems by resolving it, which is affecting
on the performance (Richard, 2014).
1.2. Performance management relates with of the process of assisting and improving the an
employee’s performance while performance appraisal relates to annual evaluation report to
understand an employee’s growth, development and skills.
The differences of these terms are important for a manager, as he should develop both
the strategies for guiding and evaluating the performance of an employee.
2.1 The management by objectives aims at improving the performance of an
organization by clarifying the objectives, which is set after agreeing both employees and

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management. It is a measure tool to analyze the real performance and the achievements
against the set of objectives (Campbell, 2013).
2.2. Advantages:
Suggestions are in hand outcomes that could be obtained from the management.
Managers and staffs have the clear working ideas, which are required to meet the standards.
Disadvantages:
It takes time to be effective.
Companies, which have tendency raising the goals, the employees are getting frustrated if the
goals are too high.
2.3. S.M.A.R.T goal-setting technique is the popular technique that applied for setting
goals maintaining the following criteria. Here, the S stands for specific, M stands for
measurable, A stands for attainable, R stands for realistic and T stands for time-based. Well-
defined goals should achieve the SMART technique (Cothran and Wysocki, 2012).
3.1. If I were James, I would like to go to the HR department of the Yarra Bank about the
proper performance appraisal procedure.
3.2 As Henry is not doing a mutual meeting with the staffs about the performance appraisal,
this incident would affect negatively on the job satisfaction, motivation and performance
improvement. The well and average performers might not be satisfied with the random
process of performance appraisal.
3.3. If I were the HR manager of the Yarra bank, I would like to rectify this situation by
undertaking a proper performance appraisal framework, which is mutually concerned from
both the employees and management.

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4. The performance management framework of Charter Public Service is discussed. The
framework specifies the role of a particular position with the performance indicators.
According to me, the best practice is related to the employers and its performance indicator as
this involves with corporate governance, employment policy, learning program that includes
benefits in diversity and complaints mechanism (Dss.gov.au, 2017). This framework would
provide a strict guidelines to the managers and staffs on which they would work on. It would
help them to define the goals and work on fulfilling the goals. It would also provide the
relationship of performance evaluation and an employee’s development in an organization. It
works as an indicator to work effective on behalf of the company.

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Overview of the Performance Management Framework of Charter, Australia
5. The procedural fairness is a legislative principle that helps in fair decision-making in
the process of evaluation of an employee’s performance. The fairness principle should be
based on free of any kind of biasness by the decision-maker. It should be based on the
evidences that are logical, rational and supportive with the facts. On the other hand, the
natural justice provides fair procedures in legislative method (Greenberg and Colquitt, 2013).

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However, when an employee’s issues or other issues in the workplace should be just and fair
to both the parties, employees and management. The principle of the natural justice would be
based on equal right to be heard and judged by both the parties without biasness and all issues
should b investigated justly and thoroughly.
 6. The effective feedback should be specific to an employee and it should not be
general.
 The effective feedback should be focused on some specific behaviors. It should be
about a person or his or her intention.
 The feedback should be delivered honestly and sincerely with the intention of
development. Always ask permission to provide feedback as the other party should be
careful in getting it (Pereira, 2017).
 Always provide feedback in time and it should be closely tied to the event.
 Effective feedback always counts with how and what happened.
 Never, ask the reasons while delivering feedback. However, the employees could be
defensive if reasons are asked and the effect of feedback would not be worked
properly.

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References
Campbell, D.J., 2013. Management By Objectives. Wiley Encyclopedia of Management.
Cizek, G.J. ed., 2012. Setting performance standards: foundations, methods, and innovations.
Routledge.
Cothran, H.M. and Wysocki, A.F., 2012. Developing SMART goals for your
organization. Retrieved March, 25, p.2013.
Dss.gov.au 2017. [online] Available at:
https://www.dss.gov.au/sites/default/files/files/settle/multicultural_australia/
access00_sect1.pdf [Accessed 21 Oct. 2017].
Greenberg, J. and Colquitt, J.A. eds., 2013. Handbook of organizational justice. Psychology
Press.
Pereira, L., 2017. Effective feedback strategies. TLN Journal, 24(1), p.4.
Richard, M.A., 2014. Employee assistance programs: Wellness/enhancement programming.
Charles C Thomas Publisher.
van der Rijt, J., Van den Bossche, P. and SR Segers, M., 2013. Understanding informal
feedback seeking in the workplace: The impact of the position in the organizational
hierarchy. European Journal of Training and Development, 37(1), pp.72-85.