Improving Performance Management for High Performance

This document discusses the importance of performance management in achieving high performance in organizations. It covers topics such as the role of line managers in the performance review process, measures of performance, and creating a culture of high performance. The document also provides recommendations for improving performance management practices.

Student’s Last Name 1
Performance Management
By (Name)
Course
Professor
University
Date

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1. What performance management activity is conducted? (In relation to the
performance management cycle/stages). This should include a focus on the
performance/development review process/discussion. (AC2.1) (approx 200 words)
Performance management cycles include activities such as planning, monitoring,
reviewing and rewarding the performance of the employee. The process involves structuring the
goals of the workforce to match the strategic objectives and plans of the organization. The
critical part in the performance stages is key communication between the employee and the
management, to ensure the goals, mission, vision, and strategies of the organization are advanced
(Cania, 2014, pp.375). The phases of the performance cycle are planning, monitoring, reviewing
and rewarding.
Planning phase includes such activities as setting goals and expectations for both
individual employee and teams. It follows the SMART criteria which means the goals have to be
specific, measurable, achievable, relevant and time-bound. Monitoring phase involves measuring
the performance process and giving feedback. The third stage is the performance review process.
It involves accessing the performance of the employees to ascertain whether the set goals have
been achieved. This stage brings together the manager and employee to oversee the results of the
performance process. In this phase, the discussion may include a review on any performance
issue, the performance results, compensation increases, performance results, and goal
progressions.
The final stage is the rewarding phase which basically recognizes the effort of the
employee and compensating good performance.

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2. What is the role of the line manager in the performance review process? How are
they involved, and how could this be improved? (AC2.2) (approx 200 words)
Performance review has the components of orientation, training and development,
feedback and annual appraisal. The line managers involved in the review process take the
responsibility of the review process. The line managers are tasked with providing employees
with their specific job descriptions and formulating objectives and goals for the employees.
Generally, the line managers oversee the performance review process and give recommendations
to the managers.
The line managers carry out the performance measurement using such tools as graphic
rating scales, forced rankings and management by objectives. They are involved directly in the
performance reviews. Their roles can be improved through, alerting them on what to expect in
the review process. It include telling them what the review process entails and alerting them
beforehand on what is the expectations of the leadership (van den Brink, Fruytier and
Thunnissen, 2013, pp.195). Additionally, line managers should undergo training to improve their
skills. The training should make them more of a coach than a manager. Lastly, their supervisors
should be introduced in the evaluation to guide them and mentor them towards effective
performance review process.
3. What measures of performance are used? (AC 2.1) (approx 200 words)
The performance process has to develop a way of getting feedback for the performance
process. The process of feedback communicates the outcome of the performance process to the
employee. Performance measurement creates a bond between employee behavior and

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organization objectives. It also helps the organization to make decisions that align with its
objectives.
The performance measurement process can be categorized by those that relate to results
such as financial performance and competitiveness, and those that determine the results which
include inputs, resource utilization, and innovation. The three methods of measuring
performance are graphic rating scales, management by objectives and forced ranking. The
graphics rating scale is used to measure product-oriented work. The scales contains a list of the
duties, performance standards and a scale labeled from 1-5 that is used to give ratings. This
method is preferred because is relatively fast especially for managers who manage large
production lines. Management by objectives outlines the priorities of the manager and then
measuring the achievement of the goals by the employee based on the set objectives. The
managers at the start of the process formulate the objective and then discuss with the employee
the ways and resources of achieving the objectives. The forced ranking measures the
performance of an employee against those of his colleague. It aims at rewarding effective
performance and reprimanding those who hold back.
4. To what extent do line managers in your organization feel that the performance
management process (AC2.3): 1) Promotes the development of capability, and raising of
performance levels, 2) Recognizes and rewards performance. (approx 200 words)
The line managers in the organization have contended with the effectiveness of the
performance management especially in the promotion and development of the employees. This is
because the process tracks and set the benchmarks for the employees allowing easier evaluation
of their output to the organization. Performance management formulates clear steps for the

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employee to take towards the realization of the strategies for the organization (Abidi, Leeuw and
Klumpp, 2014, pp.600). This makes the whole workforce to focus on the overall vision and
mission of the organization. The line managers also understand the importance of feedback that
is generated from the performance management process. The reviewing process assists the line
managers to check the progress of the employees and change what is not working. Additionally,
the performance review process generates strategic goal-setting and development plans that build
the character of the workforce and increase the productivity of the employees.
The line managers in my organization understand the importance of motivating the
workforce in order to increase productivity. The organization has developed a system of cash
bonus and incentives to those employees who exhibit high scores in their performance
management scorecards. The line managers use the graphic rating scale as the criteria for
assessing employee performance for the rewards.
5. To what extent do they feel that there is a culture of high-performance? Specifically
in relation to:(AC3.1): 1) Trust in the system? 2) Enthusiasm for, and commitment to, the
system? (approx. 200 words)
The line managers are optimistic about the effectiveness of performance management in
increasing the productivity of the employees. This is because the performance management
process raises the individual performance of an employee. The individuals set their own goals
and objectiveness and work towards accomplishing them (Khamooshi and Golafshani, 2014,
pp.1030). The line managers have linked the collective performance of the employees to the
common vision and strategies of the organization. They have helped the employees see the
connection between individual responsibilities and the organization objectives. The managers

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also believe that the performance management process has enabled them to create a good rapport
with the workforce due to the constant consultation and interaction between the supervisors and
the employees.
However, in the issue concerning the enthusiasm of the employees, the line managers are
concerned about the imminent work pressure that is being exhibited by the workforce. The
performance management process has increased the workforce pressure to deliver as per the
performance management criteria and the issue of work stress cannot be overruled. Additionally,
the line managers feel that the employees are not intrinsically motivated but are participating in
the performance management process to avoid being reprimanded. The line managers are
formulating ways of managing the pressure to ensure it is a motivator and not a cause of stress.
6. What ideas do your line managers have regarding the ways in which a high-
performance culture might be achieved or improved, in terms of building trust, enthusiasm, and
commitment? (AC3.1) (approx 250 words)
The line managers understand the value the employees have in promoting the vision of
the organization. In line with these, the line managers have developed strategies that will boost
the morale of the employees by maintaining trust, enthusiasm, and commitment in order to
achieve the high-performance culture the policies include, setting an open meeting policy. The
line managers want to increase transparency in the organization by inviting everyone to meetings
that do not touch on sensitive areas. The managers have also wanted to institute an open book
management policy whereby the employees will get access to more information such as the
financial position of the organization. This will build the commitment and trust of the employee
as they will have certainty about the future prospects of the organization. Another area the line

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managers want to improve on is in the communication of the mission and vision of the
organization. The employees will understand the goals of the organizations and how their
individual effort support the goals. This will increase their commitment to the work. The line
managers also want to institute an anonymous feedback mechanism to enable the employee to
communicate issues affecting them more clearly. Further, the line managers are planning to
develop better pay policies. The policies are based on objective data and not on subjective
opinions. This will reduce the contentious conversation on salary and ensure there is a fair pay
system. Lastly, the line managers are developing opportunities for learning and development of
skills to increase the knowledge and expertise of the workforce for long-term gain.
7. An analysis (summary) of your findings regarding current performance management
practice in your own organization, identifying strengths and weaknesses (AC2.3) (approx 250
words)
After reviewing the performance evaluation in my organization, I noticed some strengths
as well as weaknesses that manifested in the performance management process. Some of the
strengths that were imminent in the performance management of my organization include an
increase in productivity. The line managers in my organization employed the graphic rating scale
as a measure for employee performance. This motivated the employees to work harder to achieve
higher ratings in their scorecard (Bao, Wang, Larsen and Morgan, 2013, pp.450). Additionally,
those employees with high scorecards were offered incentives and cash bonuses. The
performance management of the organization also focused on training and development of the
workforce and this increase the expertise of the employees in their given field. Further, the
process improved the relationship between the employees and their supervisors. There were
constant interactions between the employees and the line managers all through from the planning

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phase to the reward phase. The objectives created for each individual also increased their
commitment to their work by understanding how their effort impact the overall performance of
the organization.
The weakness of the process was that it created work pressure and stress. The employees
had to strive to meet the expectations of the line managers thus providing a stressful working
environment. Also, the performance reviews were performed by the line managers which left
room for human error. There were chances of biases based on emotional influences and
interpersonal issues and this affected the process. Propensity was also another weakness that
manifested in the process whereby the line managers had an inclination to behave in a certain
way. For example, the review was based on recent events and events and performances of the
past were not considered.
8. To what extent does your current approach to performance management fit within a
context of HPW and/or support sustainable organizational performance? (AC2.3) (approx 150
words)
My approach to performance management supports high performance working in
different aspects. First, performance management develops ways of fostering transparency and
commitment in the working environment. The formulation of individual objectives for each
employee enables them to develop a sense of trust and entitlement by understanding how their
singular effort fosters the objectives of the organizations. Additionally, my performance
management formulates ways of training and development of interpersonal attributes to improve
the productivity of the employee. This is in line with HPW which stipulates that organizations
should develop strategies to develop the workforce. Similarly, my performance management

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supports a reward mechanism for the exemplary service of the employee and suggests cash
bonuses for those with high scorecards. Additionally, it encourages the management to
incorporate the workforce in the decision making to foster transparency.
9. A brief outline of your own recommendations as to how the performance
management process in your own organization could be improved in order to raise the level of
HPW. (AC3.1) (approx 150 words)
In my recommendations, the performance management of my organization can be
improved through the following strategies. First, my organization should consider reducing the
number of objectives to a few but vital ones. This is because a large number of objectives creates
confusion and misalignment. The importance of a few objectives is that it drives focus and builds
momentum increasing productivity. This will increase the HPW level since the goals will be
easily achieved. Another recommendation is in recognizing the effort and interest of the
employees. The line managers should incorporate individual interest when formulating the
objectives. This is to boost the morale of the workforce as employees will be engaging in
activities they are passionate about.
Lastly, the organization should introduce a panel during the review process. This will
reduce propensity and individual process and ensuring performance reviews are foolproof.
10. Please also comment on how you will transfer the new knowledge and skills gained
during this assignment into working practices. You may also use this reflection for your CPD.
(approx 200 words)
Following the ideas that I have internalized in performance management, I can use the
acquired knowledge in improving my organization structure and my continuous professional

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development in the following ways. First I will improve performance management practices in
my organization through better goal management. I will achieve this through regular tracking of
the employee goals, making necessary adjustments to performance plans, and effecting
contingencies plan in a situation where the timeline has been missed. Additionally, I will
advocate for the training of line managers to ensure they are adequately equipped to effectively
handle tasks related to performance management. I will also improve the performance review
process through initiating better means of evaluating performance appraisals. I will reduce
review bias by forming a panel of at least three line managers to carry out the evaluation. I will
liaise with the top management in creating a better working environment by removing caste
system in the organizations, encouraging interactions between management and the workforce,
providing opportunities for talent development and removing sanctions that limit employee
potential. Lastly, I will ensure that performance management is an ongoing continuous process to
ensure that feedback is relevant and it produces an opportunity to effect adjustments.

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Bibliography
Abidi, H., de Leeuw, S. and Klumpp, M., 2014. Humanitarian supply chain performance
management: a systematic literature review. Supply Chain Management: An International
Journal, 19(5/6), pp.592-608.
Bao, G., Wang, X., Larsen, G.L. and Morgan, D.F., 2013. Beyond new public governance: a
value-based global framework for performance management, governance, and
leadership. Administration & Society, 45(4), pp.443-467.
Cania, L., 2014. The impact of strategic human resource management on organizational
performance. Economia. Seria Management, 17(2), pp.373-383.
Khamooshi, H. and Golafshani, H., 2014. EDM: Earned Duration Management, a new approach
to schedule performance management and measurement. International Journal of Project
Management, 32(6), pp.1019-1041.
van den Brink, M., Fruytier, B. and Thunnissen, M., 2013. Talent management in academia:
performance systems and HRM policies. Human Resource Management Journal, 23(2), pp.180-
195.