Practice in Performance and Reward Management -

Running head: PERFORMANCE REWARD MANAGEMENT
PERFORMANCE REWARD MANAGEMENT

PERFORMANCE REWARD MANAGEMENT 2
Table of Contents
Activity 1.....................................................................................................................................................3
1.1 Explain at least 2 purposes of performance management and its relationship to business objectives.
.................................................................................................................................................................3
1.2 Identify 3 components of performance management systems............................................................5
1.3 Explain the relationship between motivation and performance management, referring to at least 2
motivational theories...............................................................................................................................5
2.1 Identify 2 purposes of reward within a performance management system.........................................7
2.2 Describe at least 3 components of a total reward system, 1 of which should be non-financial..........8
3.1 Explain the factors that should be considered when managing good and poor performance...........10
3.2 Describe at least 2 sources of data, including 1 external to the organization...................................10
4.1 Explain the frequency, purpose and process of performance review...............................................11
Activity 2:..................................................................................................................................................12
4.2: Performance Review and Feedback Form......................................................................................12
Observation record................................................................................................................................14
4.3 Reflect on the outcomes of the review, producing a short statement explaining your effectiveness in
achieving this outcome, and how this could be improved on a future occasion.....................................17
References.................................................................................................................................................19
Appendix: Performance Review meetings Transcripts..............................................................................22

PERFORMANCE REWARD MANAGEMENT 3
Activity 1
1.1 Explain at least 2 purposes of performance management and its relationship to business
objectives.
Performance management (PM) is related to repetitive procedures that are developed by firms to
support them for attaining their purposes by increasing performance related to the team,
individuals, and entire firm in addition, makes sure that objectives are attained.
PM procedure is key element for the whole strategy of the firm to management of its individuals
(Van Thielen, et. al., 2018). As an element of performance management, the PM process aims to
attain the given below:
• To make competent the individual workforces to understand exactly what is predicted both
concerning outputs (the delivery of targeted objectives) as well as, feasible and applicable
behavioral style (role associated competency model) that would underpin the delivery of
predetermined goals (Kuhil and Michael, 2019).
• To make the competent team and individual efforts to be emphasized on planning of
departmental firm.
•To make competent each workforce for feeling encouraged as well as, valued for their
contribution to ongoing achievement about firm.
•To make competent an individual for addressing and attaining feasible career goals over time.
•To make competent firm for rewarding people equally as per the objective evaluation of their
contribution.
•To make competent the firm for auditing capability about its employees.
•To make competent firm to plan related to series of employees (Mangipudi, et. al., 2019).
• A positive and authentic working liaison among staff members and managers.

PERFORMANCE REWARD MANAGEMENT 4
PM aims to make sure the attainment of objectives of an organization and to improve the
employee’s strengths.
Achievement of firm objectives is a significant existence goal regarding firm. With respect of
attaining the objectives of the firm, there should be developed through upper management as
well as, then interacted with its workforces. After communicating objectives of workforces, it
has to be addressed, appraised, monitored, and considered an action plan. But the performance
management procedure consists of the whole business objectives origin since its beginning till its
end (Patel, 2019).
For increasing the measured employees’ strengths, a performance management procedure
develops particular goals to be attained in some time. The employee’s strengths are increased
through reward and motivation. In order to retain and motivate higher performance by offering
career development initiatives such as reward and motivational strategies, challenging working
assignments as well as, others on job learning initiatives that would direct the ongoing
satisfaction of job and development of career (Mulyanto, 2018).
The performance management procedure is generally intended to support workforces for
comprehending what they require to learn as well as, how they require to understand it.
Workforces are predicted to be in continuous achievement as well as, learning method that
illustrates the firm and role-specific capabilities, set of skills, attitudes as well as, knowledge. It
is critical to competency of company to execute its business approach. Furthermore, mentoring
and coaching initiatives are implemented on formal basis for providing workforces with constant
assistance as they create together with, implement new capabilities (Pavlov, et. al., 2017).
1.2 Identify 3 components of performance management systems.
A sound PM system can consider different elements:

PERFORMANCE REWARD MANAGEMENT 5
 Developing objectives and clear comprehension about job expectations
 Illustrate outcomes, assess areas for enhancement, focus on a joint agreement regarding
action plan, recommend the phases for enhancing performance
 On job training, coaching, formal training as well as, other development practices along
with, rewards related to good performance (Ogunyomi and Bruning, 2016).
1.3 Explain the relationship between motivation and performance management, referring
to at least 2 motivational theories.
Motivation is regarding what makes an individual reflect, behave, and act in specific manner.
Moreover, relation among performance management and motivation is very clear. When
workforces are highly encouraged then they would perform significant. Hence sound
performance could direct for sense of attainment together with, outcome in higher motivation.
Along with this, the given below theories provide advice and insight regarding how an individual
creates selections for working hard and not working hard as per the available rewards, individual
preferences together with prospect work results (Ogunyomi and Bruning, 2016).
Reinforcement Theory
This theory is relied on E.L. Thorndike’s law of effect and illustrates association among
consequences and behavior. This theory emphasizes on adapting the on-the-job behavior of
workforces via feasible application of given tools:
• favorable reinforcement rewards desirable attitude: Favorable reinforcement like pay raise and
promotion is offered as reward for favorable behavior to increase chances that expected behavior
would be repeated.

PERFORMANCE REWARD MANAGEMENT 6
•Avoidance is making efforts to demonstrate a workforce regarding what the consequences of
improper behavior would be. When the workforces do not involve in inadequate behavior then
he/she would not practice the result (Van Waeyenberg and Decramer, 2018).
• Extinction is generally disregarding behavior about subordinate as well as, not offering either
favorable or unfavorable reinforcement. Classroom tutors can apply this method while they
avoid scholars who are performing to get attention. This tool can be implemented when a tutor
observes behavior as provisional, not distinctive as well as, not thoughtful.
• Punishment is making efforts for declining the chances of behavior that recurs by implementing
unfavorable results (Noronha, Aquinas, and Manezes, 2018).
This theory has given below implications related to management:
• Learning what is suitable for firm affects motivated behavior.
• Top executives who are making efforts for encouraging their workforces can be ensured to
discuss people regarding what they are performing inappropriate as well as, be cautious not to
reward all workforces simultaneously (Wang, et. al., 2019).
• Top executives should tell the workforces regarding what they can perform to get favorable
reinforcement.
• Top executives should ensure to organize reinforcement as cautiously as possible to existence
of attitude.
• Top executives should address that failure to reward could adjust the behavior. Workforces
who state that they would be rewarded and not get any reward then they would become
dissatisfied with both firm and managers (Mellahi, et. al., 2016).
Goal Setting Theory

PERFORMANCE REWARD MANAGEMENT 7
This approach is developed in 1960s by Edwin Locke which is planned that has purpose to
operate about the purpose are the main source of inspiration. The key goal could workforces
what requires to be completed how much effort could be expanded. It is examined that the goal is
determined by the organization and affecting the performance of the organization. The manager
of organization is accountable for making goals as well as aware to the employee towards their
goal as it would be effective for meeting the organizational purpose in limited time and cost (Van
Thielen, et. al., 2018).
It is examined that the one key benefit of the workforces participating in the objective setting is
that as they might be more likely to act towards the purpose, they supported created. Besides, it
is illustrated that no matter who develops goal but workforces perform significant while they get
response on their achievement (Audenaert, et. al., 2019). Apart from feedback, the following
factors could affect the goal-performance associations:
• The workforces should be engaged to the goal.
• The workforces should believe that they are competent in task performance.
• Tasks considered in attaining goal can be familiar, modest, as well as, sovereign.
In case of following goal-setting theory, top executives should perform with their workforces in
terms of addressing the goal objectives concerning offering targets for motivation. Moreover,
goals that are developed should be precise as compared to general as well as, top executives
should offer response on the performance (Van Waeyenberg, et. al., 2017).
2.1 Identify 2 purposes of reward within a performance management system.
The key purposes of reward within the PMS are to encourage and retain workforces as well as,
reduce turnover. It is known evidence that individuals are significant resources within the firm
and company where I am performing could be a sound illustration. Moreover, CEO awards are

PERFORMANCE REWARD MANAGEMENT 8
additional short-term reward that could be intended to reward unsettled the workforces that
performed extraordinarily in time of one year (Franco-Santos and Doherty, 2017).
But the CEO awards are open to all workforces. Moreover, awards for last year were a trip
regarding one of Jubilee Sailing Trust vessels. Several award schemes is initiated for rewarding,
recognizing, and encouraging the contribution for the ongoing achievement of firm and
nominations were used for evidence given below category:
- Involvement to individual colleagues’ development
- Involvement to business success this period
- Involvement to management in health and safety of business
- Demonstrating leadership characteristics (Rasool, et. al., 2019).
2.2 Describe at least 3 components of a total reward system, 1 of which should be non-
financial.
The whole reward scheme is based on different techniques that the employer has in its hand and
could be applied for motivating, attracting, as well as, retaining the workforces. From the
workforce’s point of view, total rewards demonstrate everything that they observe for valuing
that results from employment association.
In addition, concept of reward considers both financial as well as, non-financial compensation
(Van Waeyenberg, et. al., 2017). In addition, elements of total reward system are illustrated as
given below:
- Compensation –
It is significant element of a reward schemes that involves basic pay structure (annual or monthly
salary rate) along with, variables and incentive pay structures (skills base compensation, sales
commissions as well as, appraisal/performance-related pay).

PERFORMANCE REWARD MANAGEMENT 9
-Benefits –
It is implemented for supplementing cash compensation that workforces obtain as well as, are
intended for protecting the workforces and family through financial uncertainties. Examples of
benefits are life insurance, medical insurance, retirements, clean-up time, company holiday,
company car, membership of gym, social insurance, uniform, saving schemes, company car,
breaks, as well as, individual data, clean-up time, and vacation.
- Work life- This category considers following: workplace elasticity, caring for dependents, paid
as well as, unpaid time off, management involvement, financial backing, community
involvement, and health and well-being (Audenaert, et. al., 2019).
- Performance and recognition
It is significant element of firm objectives that entails link of team, organizational, as well as,
individual efforts concerning the attainment of business goals as well as, success of firm.
Moreover, recognition acknowledges as well as, provides the particular focus on action,
performance, efforts, and behavior of workforces. It is identified that recognition initiates
consider the contribution promptly after completion of task. This type of recognition award could
be related to financial and non-financial like tickers, certificates, dinner, verbal recognition, and
trophies (Mellahi, Frynas, and Collings, 2016).
-Development with career opportunity
It involves the learning opportunities (such as new technology training, corporate universities,
self-development techniques, tuition, on job learning as well as, conferences); advancement
opportunities (like overseas tasks, succession planning, internal job openings, promotion, career
pathways, and internships); and mentoring (such as formal and informal mentoring initiatives,

PERFORMANCE REWARD MANAGEMENT 10
association memberships, leadership training, as well as, acquaintance related to resident experts
(Noronha, et. al., 2018).
3.1 Explain the factors that should be considered when managing good and poor
performance.
When managing performance of workforces, there is a need to emphasize on given factors like
objective achievement as well as, behavioral structures. It is identified that to have significant
outcomes from performance management procedures, individuals should base the judgment on
different factors:
• Openness among manager together with, individual workforce.
• Workforces and executives both having required competencies to practice procedure
adequately for mutual advantage.
• Rigor as well as, objectivity in developing and interacting the judgments (Guerci, Longoni, and
Luzzini, 2016).
• Taking the time required for developing and managing each of the different elements of the
system.
Along with this, all the executives have to be skilled in ways for implementing PA (performance
appraisal) and interact with their workforces all transformations that positioned during PM
procedure. A competent workforce would be appraised and this resulting required minimum time
as well as, sound outcomes (Ogunyomi and Bruning, 2016).
3.2 Describe at least 2 sources of data, including 1 external to the organization.
Collecting performance information through different sources that increases objectivity as well
as, making sure all the factors affecting performance are involved. This data can involve
objective information such as sales reports, call records, and deadline reports. Along with this,

PERFORMANCE REWARD MANAGEMENT 11
other worthy data involves the outcomes of individual observation, feedback from others, records
of any environmental and external factors, and documentation of ongoing dialogue can impact on
the performance (Mulyanto, 2018). Different reviews involve workforce self-evaluation. Other
documents support in illustrating the performance objectives such as existing organizational and
departmental objectives, past performance assessment as well as, documented standards
associated with career goals (Patel, 2019).
For collecting feedback through other workforces, the firm would provide 360° feedback
procedures. Moreover, completion related to self-evaluation, chosen subordinates, peers, as well
as, executives are asked for contributing in feedback in around specified fields. Furthermore,
feedback relies on particularly addressed capabilities and outcomes are compared in against the
self-evaluation of workforces. This kind of feedback surges self-awareness as well as, in some
circumstance, it is implemented for supporting procedure of evaluation of performance ( Kuhil
and Michael, 2019).
4.1 Explain the frequency, purpose, and process of performance review.
In performance management review procedures of Emirates Group who work to annual cycle
that unites with budgeting procedures and business planning. In essence, system performs by
different stage procedure annually that initiates as well as, end in February to match to business
financial as well as, reporting time (Van Thielen, et. al., 2018).
Stage One
The initial phase can position in February that consists of persons reach a work agreement,
personal development plan, and occupational standards with her line executives.
Stage Two

PERFORMANCE REWARD MANAGEMENT 12
During period of second stage, it will implement in way of constant advance procedure that is
intended for maintaining work agreement modern, on target as well as, feasible to dynamic
atmosphere where, company deals. A mid-year development meeting is required (Mangipudi, et.
al., 2019).
Stage Three
During the review of placing the performance of each individual, decisions are developed as well
as, justified with respect to objective benchmarks as well as, judgements regarding development
and progression of career.
Along with this, stage one and three should run together once the system is in practice (Kuhil,
and Michael, 2019).
Activity 2:
4.2: Performance Review and Feedback Form
BOTOX UK LTD PERFORMANCE REVIEW FORM
Date of Review: 20 March 2020 Period Covered: 6 months
Name of Manager: Peter Name of employee: Jones
Job Role of Employee: Call center manager
1. Summary of discussion on performance over the last six months
Jones states that he has not performed sound in last six months as he was unable to accomplish
his sales targets. There were some favorable aspects such as he has enjoyed working with his
team and is supportive as well as, meticulous. He has maintained sound associations to some
clients. He does not like cold-calling aspect of his job as well as, has faced challenges to deal
with his new clients and faced complexity to satisfy them. There are some clients who have
budget restrictions that means it is very complex for specified sales to them.

PERFORMANCE REWARD MANAGEMENT 13
2. The quality of the work provided, recording areas that have gone well and those where
improvement is required
There is some work who has higher standard as well as, different clients have offered better
feedbacks. He has detailed technical comprehension about products as well as, his sales methods
are sound. He has coordinated his colleagues. But he did not achieve his revenue target over the
past five years. He has always attained his goal however in last six-month period, there was
reduction in revenues and that results in Jones arriving only 50% of his target.
Performance has been recorded against target developed as well as, in those situations, in which,
they are not attained. Along with this, reasons are recorded and views are provided on these.
Target of Jones for March 2020 was to attain the sales of £500,000. The actual sales of Jones
were about £250,000.
Jones has stated regarding obstacles that was faced by him to deal with some clients who was
evidence of problem as well as, others who are unwilling in terms of committing for larger
purchases. It can downturn the economy as well as, increased the rivalry can illustrate some
short-fall. Furthermore, all team members have experienced declining sales during first half of
year. But, the sales amount of Jones was minimum in a team as well as, I observed that there
could be other factors considered.
Moreover, the evaluation illustrated that Jones was de-motivated in his existing roles as well as,
addresses it repetitive and inadequately rivalry. He has illustrated regarding his interest to
become a team leader as well as, demonstrated that in past roles, he had supported some
colleagues, performing accountabilities for developing targets and for providing training. As past
work of Jones was of higher standard together with has generally illustrated a commitment to
firm, I felt that it will be feasible for accessing possibility to find the higher competent role

PERFORMANCE REWARD MANAGEMENT 14
regarding his. It will be liable for some actions regarding his part to depict his commitment to the
next phase such as considering steps in terms of enhancing the sales levels in the shorter term.
4. Outline agreed on actions to overcome any shortfall against targets including such
factors as training and development needs, equipment needs or medical support
Actions by line manager: Actions by employee:
Managing scrutiny knowledge Spend time to colleagues in terms of
illustrating how they increase sales training.
Organizing PowerPoint and Excel training Apply some new tools to enhance target
Jones onto sales workshop of potential team
leaders
Co-ordinate some team leaders as well as,
focus on the role
Support and coaching E-learning modules regarding team-leading
competencies
5. Indicate whether a performance-related bonus should be made at current rates. (In
circumstances where the full target has not been met a case must be made before any
partial bonus payment can be paid, with reasons provided for that recommendation)
Performance associated bonus would not be provided for this half of year because targets were
missed through effective margin. When sales enhance in second half of year then it would be
entailed in end of year appraisal.
Signed: Line Manager
………………………………. Date ……………………………….
Observation record
FOUNDATION CHRP CL&D ASSESSMENT
Supporting Good Practice in Performance and Reward Management (3PRM) Observation

PERFORMANCE REWARD MANAGEMENT 15
Record F306A
Student name:
Unit 3PRM - Learning Outcome 4 Assessment Criteria 4.2
Be able to conduct and reflect upon a performance review.
Observation Criteria Assessor feedback – to be completed by the
assessor with notes to support the decision
Identify purpose Settling of appraisee, virtuous
communication, as well as, fully recognized
Plan meeting:
● aims and objectives
● questions
● roles/resources structure.
Sound planning as well as, delivery of
meeting to clear objectives as well as,
questions for meeting.
Prepare a suitable environment. Feasible together with, well-determined
atmosphere developed for session.
Open meeting appropriately:
● introductions
● aims and objectives.
Overview together with, introduction were
performed well to a higher level of praise as
well as, communication through appraisees
and managers. There are good settling of
workforces and illustrating their attainment
and goals.
Establish rapport and put a candidate at ease. Good extent related to rapport created by
questioning tools together with, probing

PERFORMANCE REWARD MANAGEMENT 16
illustrative questions.
Use appropriate questioning techniques:
● open questions
● clarifying.
Good clear as well as, balanced questions as
well as, illustrating where the coach was
oriented for creating discussion. It aids the
workforces in attaining the goals.
Moreover, team-leading was illustrated and
mentioned in depth with overall assistance in
development related to different solutions that
come from workforces.
Control meeting without dominating You have created sound control over entire
meeting permits appraisee to be understood as
well as, heard.
Communicate (listening and speaking)
effectively with the candidate, using
appropriate body language.
You have implemented wider category of
communication competencies in sessions such
as verbal as well as, non-verbal that permitted
evaluation to achievement. It assesses training
as well as, knowledge gaps that could be
affecting the target together with, attaining it.
Along with this, workforces incorporated the
development of team leaders as well as, a
wider kind discussion created from this. It is a
sound conversation.
Invite, and deal with, candidate questions. The survey is invited to understand the

PERFORMANCE REWARD MANAGEMENT 17
candidates.
Identify any development needs and actions. Development is addressed during as well as,
assisted to shadow together with,
demonstrates at the team leader role that
further down line.
Conclusion and summary You have created good summary as well as,
conclusion to the session. It summaries goals
as well as, transform the result that is essential
for considering the raised concern.
Furthermore, the bonus is agreed upon and
illustrated.
Conduct meetings within legal and ethical
requirements.
Good comprehension about legal as well as,
ethical needs.
Tutor name: Date: Tutor Signature:
4.3 Reflect on the outcomes of the review, producing a short statement explaining your
effectiveness in achieving this outcome, and how this could be improved on a future
occasion.
Although, in my daily task, I am not dealing to conduct the PM review, I have addressed it very
exciting. The performance review meeting is supported me in practices that I have observed in
past modules, particularly the mentoring together with, coaching modules. Moreover, sound
performance review cannot only do miracles for people that are surged as well as, for firm, but
only, when individuals conduct is well developed.

PERFORMANCE REWARD MANAGEMENT 18
To conduct performance review, I had to develop myself in earlier as well as, carry out some
investigation about this. I have experienced that when you initiate performance review, I have to
initially, understand procedure, as well as, illustrates it to appraised individual. There is a need to
give attention together with, time, being helpful as well as, open with honesty supports in
understanding the appropriate thing in that individual. Even when an individual did not do well
and did not attain his/her goal then, managers should provide favorable feedback as much as
probable. I have understood that PM review is not only associated to past but also for future as
well.

PERFORMANCE REWARD MANAGEMENT 19
References
Audenaert, M., Decramer, A., George, B., Verschuere, B. and Van Waeyenberg, T., 2019. When
employee performance management affects individual innovation in public organizations: The
role of consistency and LMX. The International Journal of Human Resource
Management, 30(5), pp.815-834.
Franco-Santos, M. and Doherty, N., 2017. Performance management and well-being: a close
look at the changing nature of the UK higher education workplace. The International Journal of
Human Resource Management, 28(16), pp.2319-2350.
Guerci, M., Longoni, A. and Luzzini, D., 2016. Translating stakeholder pressures into
environmental performance–the mediating role of green HRM practices. The International
Journal of Human Resource Management, 27(2), pp.262-289.
Kuhil, A.M. and Michael, T.W., 2019. Employee Performance Management System Practices
and Challenges: A Case of Commercial Bank of Ethiopia. Arabian J Bus Manag Review, 8(370),
p.2.
Mangipudi, M.R., Prasad, K.D.V. and Vaidya, R., 2019. Employee Performance as Function of
Performance Management System: An Empirical Study Information Technology Enabled
Services Companies around Hyderabad. European Journal of Business and Management
Research, 4(4).
Mellahi, K., Frynas, J.G., and Collings, D.G., 2016. Performance management practices within
emerging market multinational enterprises: the case of Brazilian multinationals. The
International Journal of Human Resource Management, 27(8), pp.876-905.

PERFORMANCE REWARD MANAGEMENT 20
Mulyanto, M., 2018. Enhancing competence, environmental management system, job
satisfaction, and employee performance. Journal of Environmental Management and Tourism,
(01), pp.40-45.
Noronha, S.F., Aquinas, P.G. and Manezes, A.D., 2018. Is job performance better attributable to
the performance management system through work engagement?. Indian Journal of Commerce
and Management Studies, 9(1), pp.1-6.
Ogunyomi, P. and Bruning, N.S., 2016. Human resource management and organizational
performance of small and medium enterprises (SMEs) in Nigeria. The International Journal of
Human Resource Management, 27(6), pp.612-634.
Patel, M.N., 2019. A study on performance management system on employee productivity at
maruti suzuki comrt motors. International Journal of Advanced Research in Management and
Social Sciences, 8(4), pp.52-57.
Pavlov, A., Mura, M., Franco-Santos, M. and Bourne, M., 2017. Modelling the impact of
performance management practices on firm performance: interaction with human resource
management practices. Production Planning & Control, 28(5), pp.431-443.
Rasool, S.F., Samma, M., Wang, M., Zhao, Y. and Zhang, Y., 2019. How Human Resource
Management Practices Translate Into Sustainable Organizational Performance: The Mediating
Role Of Product, Process And Knowledge Innovation. Psychology Research and Behavior
Management, 12, p.1009.

PERFORMANCE REWARD MANAGEMENT 21
Van Thielen, T., Bauwens, R., Audenaert, M., Van Waeyenberg, T. and Decramer, A., 2018.
How to foster the well-being of police officers: The role of the employee performance
management system. Evaluation and program planning, 70, pp.90-98.
Van Thielen, T., Bauwens, R., Audenaert, M., Van Waeyenberg, T. and Decramer, A., 2018.
How to foster the well-being of police officers: The role of the employee performance
management system. Evaluation and program planning, 70, pp.90-98.
Van Waeyenberg, T. and Decramer, A., 2018. Line managers’ AMO to manage employees’
performance: the route to effective and satisfying performance management. The International
Journal of Human Resource Management, 29(22), pp.3093-3114.
Van Waeyenberg, T., Decramer, A., Desmidt, S. and Audenaert, M., 2017. The relationship
between employee performance management and civil servants’ turnover intentions: a test of the
mediating roles of system satisfaction and affective commitment. Public Management
Review, 19(6), pp.747-764.
Wang, M., Zhu, C.J., Mayson, S. and Chen, W., 2019. Contextualizing performance appraisal
practices in Chinese public sector organizations: the importance of context and areas for future
study. The International Journal of Human Resource Management, 30(5), pp.902-919.

PERFORMANCE REWARD MANAGEMENT 22
Appendix: Performance Review meetings Transcripts
Identify purpose
Settling of appraisee, good communication, and fully recognized
Plan meeting:
● aims and objectives
● questions
● roles/resources structure.
Good planning as well as, delivery of meeting with clear objectives and questions for the session.
Prepare a suitable environment.
Feasible and well-determined environment developed for the session.
Open meeting appropriately:
● introductions'
● aims and objectives.
Overview and introduction were performed well to a good level of praise and communication
through appraisees and managers. There are good settling of workforces and illustrating their
attainment and goals.
Establish rapport and put the candidate at ease.
Good extent of rapport created by questioning tools and probing illustrative questions.
Use appropriate questioning techniques:
● open questions
● clarifying.
Good clear and balanced questions as well as, illustrating where the coach was oriented for
creating discussion. It aids the workforces in attaining the goals. Moreover, team-leading was

PERFORMANCE REWARD MANAGEMENT 23
illustrated and mentioned in depth with overall assistance in development related to different
solutions that come from workforces.
Control meeting without dominating
You have created sound control over all the meeting permits the appraisee to be understood and
heard.
Communicate (listening and speaking) effectively with a candidate, using appropriate body
language.
You have implemented a range of communication competencies in sessions such as verbal and
non-verbal that permitted the discussion to achievement. It assesses training and knowledge gaps
that could be affecting the target and attaining it. The workforces incorporated the development
of team leaders as well as, a wider supportive discussion developed from this. It is a very good
conversation.
Invite, and deal with, candidate questions.
A survey is invited to understand the candidates.
Identify any development needs and actions.
Development is addressed throughout as well as, supported to shadow and demonstrate at the
team leader role that further down the line.
Conclusion and summary
You have created a good summary as well as, the conclusion to the session. It summaries the
goals and transform the output that is essential for considering the raised concern. Furthermore,
the bonus is agreed upon and illustrated.
Conduct meetings within legal and ethical requirements.
Good comprehension of legal and ethical needs.

PERFORMANCE REWARD MANAGEMENT 24
Summary of discussion on performance over the last six months
Jones states that he has not performed well in the last six months as he was unable to accomplish
his sales targets. There were some favorable aspects such as he has enjoyed working with his
team and is supportive as well as, hard-working. He has maintained good associations with some
of his clients. He does not enjoy the cold-calling aspect of his job and has faced challenges to
deal with his new clients and faced complexity to satisfy them. There are some of his clients who
have budget constraints that means it is very complex for specified sales with them.
Jones feels that he has been contributing unrealistic expectations on himself. He has positioned a
higher emphasis on small mistakes that he has developed when avoiding the times that he creates
praise and favorable feedback regarding his performance within an organization. Through his
work in the call center, he is competent to take a more realistic strategy and accept that faults are
inevitable while permitting himself in terms of acknowledging times when he performs soundly.
Jones and his colleagues collaborate for creating a plan to increase his lifestyle balance. He has
been competent for creating time each day for relaxation and exercise that has supported him for
declining his whole stress level. Whether it is managers, employees, and boss, an organization
could be filled to individuals who do not interact well and they discriminate and harass others.
Some colleagues are gossipers, complainers, troublemakers, slackers, bullies, whiners, saboteurs,
and backstabbers. These could cause anxiety, stress, distrust, and misunderstanding. They could
influence the mood, reputations, morale, productivity, employee or management associations,
and performance.
I have not participated in training and development initiatives because of my hectic schedules,
several learning habits, higher costs, lack of engagement, geographically dispersed, and

PERFORMANCE REWARD MANAGEMENT 25
irrelevant training. It will result in insufficient trained workforces that could lead to poor job
performance, higher turnover, increased stress, lost money, time, and consumers.
It is identified that technology makes effort to advance at a rapid rate as well as, competitors may
wait for the next-generation tech. It could just be one year away as well as, it could use it to their
benefit. Along with this, competitors have a higher risk and it could hard for mastering the
existing technology of firm and stay informed regarding emerging technology all at once.
Employee's motivation can directly affect the productivity of the firm. When workforces have
inadequate motivation, opportunities are not performing their jobs significantly and the firm is
suffering. It is significant to address the strategies for motivating the employees and it could be
challenging because each individual has distinct motivating factors. In addition to this, what
works for one workforce may not perform for another. To overcome this challenge, company
owners and managers should assess several motivators that could appeal for the wider category
of workforces like paid time off, monetary rewards, as well as, even free food rewards.
Talking through concerns in the workplace with workforces is significant when I want to
enhance the open atmosphere at the workplace. While transformations are coming, whether they
be the execution of new technology and declining revenues, illustrating what is happening as
well as, potential effects in the organization may keep the speculation down along with morale
up. There are proactive communication approaches that extend to develop resource documents
for common issues and developing formalized review procedures with verbal and written
feedback for employees. There is also consistent communication that would make me feel more
invested in their jobs and supports each individual to comprehend the larger vision behind the
business.

PERFORMANCE REWARD MANAGEMENT 26
I have observed that customers provide another level of challenge into the mix. While there are
several consumers that I deal with daily would be understanding and polite, there are generally
components that are hard to deal with and belligerent. It could develop frustration between
workforces and managers in dealing with complex consumers and clients.
I have worked with different personalities who work together under the same roof. There is also
bound to be resistance from time to time. Along with this, my team was working under a
deadline and under pressure could be more apt to consider flare-ups of tempers. Each individual
can get along and rarely happens. Introducing training could support workforces to learn about
ways for managing working stress and get along to other individuals could be very advantageous
in dealing with the challenge.
There are some instances in which, work could be challenging and firm they work for counts on
their output. The boss can keep on progress and marks how I did through timely performance
ratings. It would come as a shock when I addressed, I have performed poorly or while I think I
am performing a good job. Hence, it could be disconcerting to get this type of feedback.
Despite getting anxious over what is already done, I can select to emphasize on personally
evaluate myself and what I did to attain those less than stellar ratings. Under this condition, an
individual often making efforts to come up with excuses regarding why they did ineffectively.
Despite performing this, there is a need to learn to listen towards feedback and making efforts
the recommended courses about actions. The way I could be performing things could not be at
par with standards determine through the firm and are simply not good adequate.
When I am the kind of individual who requires absolute peace as well as, quiet when I work, it
could be significant to perform that when I am in office setting filled to distinct personalities.
What others could think as a minor inconvenience could feel such as a huge insurmountable task

PERFORMANCE REWARD MANAGEMENT 27
to me. When I have a disruptive workmate, who talked loudly and does something unrelated to
performance that distracts me, then bring it to their consideration. It should let them understand
that as a new individual in the firm, I am making efforts for addressing the way between the
protocols and policy. There is a need to point out to them that I would appreciate it when they
keep it down a bit so as I was not disturbed and others. When it does not work, then it could take
it up with the manager.
The quality of the work provided, recording areas that have gone well and those where
improvement is required
Some work has been of a higher standard and different clients have offered excellent feedbacks.
He has thorough technical comprehension about products and his sales techniques are sound. He
has coordinated his colleagues. But he has not kept his revenue sales over the past five years. He
has always attained his targets however a six-month period has illustrated as a dramatic reduction
in revenues, resulting in Jones arriving only 50% of his target.
Performance has been recorded against target set and, in those situations, in which, they have not
been attained. Along with this, reasons are recorded and views are provided on these. Target of
Jones for March 2020 was to attain the sales of £500,000. The actual sales of Jones have
amounted to about £250,000.
Jones has discussed regarding complexities he has faced with some clients who have proved the
problem as well as, others who are unwilling in terms of committing for larger purchases. It can
downturn the economy as well as, increased the rivalry can illustrate some of the short-fall.
Furthermore, all team members have experienced a reduction in sales at the time of the first half
of the year. But, the sales figures for Jones are the lowest in the team and I observed that there
may be other factors considered.

PERFORMANCE REWARD MANAGEMENT 28
Moreover, the discussion illustrated that Jones has become de-motivated in his existing roles and
addresses it repetitively and inadequately rivalry. He has talked regarding his interest in
becoming a team leader and mentioned that in past roles, he had supported some colleagues,
performing accountabilities for developing targets and for providing training. As past work of
Jones has always been of a higher standard and has generally illustrated a commitment to the
firm, I felt that it will be feasible for accessing the possibility of finding the higher competent
role for his. It will be liable for some actions regarding his part to depict his commitment to the
next phase such as considering steps in terms of enhancing the sales levels in the shorter term.
Outline agreed on actions to overcome any shortfall against targets including such factors
as training and development needs, equipment needs or medical support
Actions by line manager: Actions by employee:
Managing shadowing knowledge Spend time to colleagues in terms of
illustrating how they increase sales training.
Organizing PowerPoint and Excel training Try some new tools to enhance Book
Jones onto the sales workshop of next team
leaders
Achieve some team leaders and illustrate the
role
Support and coaching E-learning modules regarding team-leading
competencies
Indicate whether a performance-related bonus should be made at current rates. (In
circumstances where the full target has not been met a case must be made before any
partial bonus payment can be paid, with reasons provided for that recommendation)

PERFORMANCE REWARD MANAGEMENT 29
A performance associated bonus would not be provided for this half of the year as targets were
missed through effective margin. When sales enhance in the second half of the year then it would
be considered in end of year review.
Reflect on the outcomes of the review, producing a short statement about your effectiveness
in achieving this outcome, and how this could be improved on a future occasion.
Although, in my daily job, I am not dealing to conduct the performance management review, I
have found it very exciting. The performance review meeting is supported me in practices that I
have observed in past modules, particularly the mentoring and coaching modules. Moreover, a
good performance review cannot only do miracles for an individual that is surged as well as, for
the firm, but only, when a person conducts is well prepared.
To conduct the performance review, I had to develop myself in earlier and carry out some
investigation about this. I have learned that when you initiate a performance review, I have to
initially, understand the procedure, and illustrates it to appraised individual. There is a need to
give attention and time, being supportive as well as, open with honesty supports in understanding
the appropriate thing in that individual. Even when an individual did not do well and did not
attain his/her goal then, managers should provide favorable feedback as much as probable. I have
learned that performance management review is not only related to the past but also for the
future as well.