Reward and Performance Management Assignment 2022

Running head: REWARD AND PERFORMANCE MANAGEMENT
Reward and Performance Management
Name of the Student
Name of the University
Author Note

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Table of Contents
Types of performance management technique presented in the instrument:..................................3
What are the strengths of the instrument?.......................................................................................3
Negative aspects of the instrument:.................................................................................................4
Ways of improving the instrument:.................................................................................................5
References:......................................................................................................................................7

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Types of performance management technique presented in the instrument:
As discussed by Mone and London (2018) performance management is defined as the
process of ensuring the set of activities of the human resources which is the key of meeting the
goal and organization by improving organizational performance. The given instrument of the
performance appraisal is highly valuable and covers all the factors of effective performance
appraisal. In the given instrument, the peer review technique has been given which is very much
needed in term of monitoring the performance of thee staffs on regular basis. This is the way of
fostering effective performance management. Ii is imperative to note in this context that this peer
review technique can also be considered as the 360-degree review which is highly useful in
terms of empowering the coworkers to praise their colleagues by highlighting the positive
aspects of their performance. As opined by Kearney (2018) this is the way, through which the
coworkers can also figure out the area of the employees which needs improvement.
What are the strengths of the instrument?
The given performance appraisal instrument is highly valuable as it can support in
reviewing and monitoring the performance the staffs on regular basis. At the very first place, the
performance management instrument covers the detailed information of the staff that is going to
fill up the form. One of the greatest strengths of the performance management instrument is that
initially, it covers the process of accountability measurement of the staffs. Audenaert et al.
(2019) put stress on the fact that such accountability measurement is very much needed for
measuring their degree of productivity. In each of the columns, there are both the manager’s
review and self-assessment of the staffs. Such format of performance appraisal is beneficial for

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both the employees and the managers. Tseng and Levy (2018) shaded light on the fact that it
paves the way for the management in an organization to assess the personal point of view and
perception of each of the staffs.
In the same way, this format of the personal appraisal also helps the staffs to place their
point of view upon the management. Another important aspect of this performance appraisal
format is that it also allows the managers in an organization to assess the strengths of individual
employees appropriately. Altin et al. (2018) stressed on the fact that This is the way, through
which the managers initiate the process of job design accordingly in terms of allowing the
employees to perform their assigned task with utmost efficiency. Another major strength of the
performance appraisal format is that it has also incorporated overall performance rating of the
individual employees.
Negative aspects of the instrument:
It is true that this given performance appraisal is that it helps in rating the skills
competencies and productivity of each of the employees. However, this is a biased performance
appraisal instrument. It has been observed that this performance appraisal instrument covers the
SMART objectives of each of the staffs. Still, performance appraisal instrument do not cover the
career goal of the staff. Buckingham and Goodall (2015) showed the fact that this creates
complexity for the managers to assess the degree of motivation among the staffs to accomplish
the organizational goals and objectives by strengthening their skills and competencies. In
addition to that, this performance appraisal instrument also incorporates the generalized approach
as here very narrow range of performance monitoring has been presented. It can affect overall
rating of the staffs. In addition, no rating such as A++, A+, B+ et al have been given in the

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performance appraisal instrument. Thus, it can be said that it lacks the statistical rating which can
affect the reliability of the performance appraisal as the rating generally comes from the software
in which the chances of any kind of biased attitude is less.
Moreover, the given performance appraisal instrument also lacks any kind review of team
leaders which is the matter of utmost importance for the sake of getting in-depth information
regarding the performance and competency of the individual employees. Moreover, Mone and
London (2018) highlighted by saying that the team leaders can also give clear picture about the
motivation level of the staffs towards satisfying the organizational goals and objectives. Thus,
such lacking in this performance appraisal instrument can make it difficult for the managers of
corporate entities to get detailed information about the performance and motivation of individual
employees. As per the perception of Arnaboldi et al. (2015) performance appraisal is entirely
based on the organizational goals and objectives. However, no organizational standard is
mentioned in the performance appraisal instrument, which can affect the overall performance
appraisal and actions for improvement.
Ways of improving the instrument:
From the given features of this performance appraisal instrument, it has been observed
that it lacks the compactness which can make it difficult to get comprehensive outcome from the
performance appraisal. Thus it is important to take robust actions for the sake of improving the
performance appraisal instrument. Rigorous and disciplined approaches are to be taken for the
sake of attaining good performance evaluations. Initially, both the performance standard and
organizational standard are to be incorporated in the good performance evaluation. In the given
performance appraisal instrument, the performance appraisal for two times in a year has been

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presented which can make it difficult for the mangers in an organization to track the performance
of the staffs on regular basis. Thus, it is important to frame the performance appraisal instrument
in such a manner which can help the managers of the firms to carry out the performance
appraisal for attest four times in a year. This is the way of monitoring the performance of
individual employees on regular basis (Mone and London 2018). At the same time, the career
goal of the staffs must also be incorporated in the performance appraisal instrument.

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References:
Altin, M., Koseoglu, M.A., Yu, X. and Riasi, A., 2018. Performance measurement and
management research in the hospitality and tourism industry. International Journal of
Contemporary Hospitality Management, 30(2), pp.1172-1189.
Arnaboldi, M., Lapsley, I. and Steccolini, I., 2015. Performance management in the public
sector: The ultimate challenge. Financial Accountability & Management, 31(1), pp.1-22.
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.
Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard
Business Review, 93(4), pp.40-50.
Kearney, R., 2018. Public sector performance: management, motivation, and measurement.
Routledge.
Mone, E.M. and London, M., 2018. Employee engagement through effective performance
management: A practical guide for managers. Routledge.
Mone, E.M. and London, M., 2018. Employee engagement through effective performance
management: A practical guide for managers. Routledge.
Tseng, S.T. and Levy, P.E., 2018. A multilevel leadership process framework of performance
management. Human Resource Management Review. 8(3), pp. 89-120.