Individual Performance Measurement and Recommendations for CERA

Human Resources Management

Executive summary
The employees’ performance measurement helps the management to create the
effective strategies to improve the performance. Further, it helps the firm to effectively offer
the reward to employees. In this regard, the finding of current report shows that the
consideration on the selection of performance measurement approach is significant for the
firm to reduces the unfair treatment of employees in the firm. Apart from this, to enhance the
employees’ loyalty for the firm and for improving the quality of their performance the
effective performance appraisal is necessary. Owing to this, the mix of comparative approach
and quality approach is beneficial to effectively evaluate the performance and for imparting
reward.

Table of Contents
Introduction................................................................................................................................1
Question 1: Limitation of CERA’s individual performance measurement................................1
1.1 CERA's organizational strategy.......................................................................................1
1.2 Recent development in HRM practices of CERA............................................................2
1.3 Limitations of individual performance measure in CERA..............................................3
Question 2: Recommendations for performance measurement approach with indicative
methods......................................................................................................................................4
2.1 Comparative approach.....................................................................................................5
2.2 Quality approach..............................................................................................................5
Conclusion..................................................................................................................................6
References..................................................................................................................................8

Introduction
Human Resources Management (HRM) is the crucial department of the business
which acquires the highly valuable assets as the personnel who contribute towards the
success of the company by implementing the set actions (Snape & Redman, 2010). However,
adequate compensation, performance measurement and motivation are essential for managing
the performance of employees (Schmelter, Mauer, Börsch & Brettel, 2010). In this context,
the present report is based on Individual Performance Measurement (IPM) of CERA;
Australian Civil Engineering and Research Associates which provides consultancy services in
the context of construction sectors. The company uses virtual technologies and highly
competent staff for delivering the high-contact services to end users or clients. The story of
CERA represents the issue related to performance measurement which might affect the
progress of the business (Civil Engineering & Research Association, 2019). Owing to this,
the report has been prepared for identifying the limitations of IPM of CERA by considering
its strategy and the recent development of the respective HR practice. In addition to this, two
measurement approaches have been recommended by recognizing the related literature.
Question 1: Limitation of CERA’s individual performance measurement
1.1 CERA's organizational strategy
The CERA’s main strategy revolves around offering the high quality and high-contact
services for clients through maximum use of virtual technology and excellent, relational,
technical and marketing personnel. The company differentiates itself in the context of
innovation and service orientation from its competitors. It enables the business to set up itself
as the strong brand and effectively grab the attention of buyers. Yet, the professional and cost
competency of the company is broadly considered the same as the competitors; still, the focus
is laid on deriving the quality outcome. The constant efforts of the business to meet the
requirement of clients make it possible to get the cost competitiveness; though, it cannot be
considered as the main strategy. In this context, the company focuses on the internal growth
strategy in light of the well-known market. The rationale behind the same is the strategy of
the business to manage its human resources and applying the proper practices. For instance,
service-minded and highly talented young staff provides the novel ideas to address the
requirement of clients and offer them quality services (Civil Engineering & Research
Association, 2019). In this context, Snape & Redman (2010) asserted that human resources
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