Improving Performance Management for High Performance

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

Student’s Last Name 2
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.

Student’s Last Name 3
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