Advanced Remuneration and Performance: Project Management Report

This report examines advanced remuneration and performance management within the context of O'Meara Electronics. It begins with a personal statement outlining the student's background and skills, emphasizing experience in architecture, healthcare, and customer service. The report then delves into the shift from a position-based to a person-based remuneration system at O'Meara Electronics, exploring various remuneration practices used by similar organizations, including piece rate, time rate, and position-based systems. The importance of staff consultation and employee training in selecting an effective system is highlighted. Part B focuses on performance management, discussing performance goals, reviews, and the components of an effective performance management system. The report concludes with recommendations and testimonials from previous supervisors and managers, providing insights into areas for skill development and overall work performance.

Running head: ADVANCED REMUNERATION AND PERFORMANCE 1
Advanced Remuneration and Performance
(Author’s name)
(Institutional Affiliation)

ADVANCED REMUNERATION AND PERFORMANCE 2
Personal Statement
My name is ( student’s name) I graduated in the year 2016 with a Bachelor of Science Degree in
Architecture from AZAD University in Iran and am currently at La Trobe University pursuing a
Masters in Project Management. I am a highly proactive, hard working and self driven individual
with the ability to learn things very quickly. I work well with teams and as a team manager, I
strive to motivate the individuals who are under my supervision. Over the years, I have worked
in different industries and through the experiences I have obtained a number of important skills
that can be implemented within the workplace. My work experience started in 2014 where I
worked part time as an Architectural designer for Namanda Architecture Group in Isfahan region
of Iran. One of my primary responsibilities was drawing architectural plans and performing this
task allowed for me to learn about the importance of paying attention to details in task execution.
I also volunteered part in the Children Cancer hospital between the years 2015 to 2016 at
Seyedoshoada Hospital. At the hospital I was responsible for assisting the families and visitors of
the children who were admitted in the hospital, respond to the requests made by the nurses and
accompanying the children while they were in the play area. Executing these tasks enabled me to
obtain effective communication skills which are integral for business success. Between the
months of October and December I worked as a casual receptionist at First Medical clinic in Bell
street. While working here some of my responsibilities include bookkeeping, answering and
routing calls, keeping organizational paper works organized, greeting and scheduling visitors and
patients and calling the patients to remind them of their importance. These responsibilities helped
me to acquire office management skills. Between the months of July and October 2017, I worked
as a casual staff at a Café, in Templestown Branch where one of my major responsibilities was
the provision of daily customer assistance. From my work and education experiences, I have

ADVANCED REMUNERATION AND PERFORMANCE 3
developed skills in Computer usage; I am also bilingual as I can speak in both English and
Persian. I have also mastered driving and possess an Australian Drivers License and am a
Certified Swedish Massager. From the different responsibilities that I have undertaken
throughout my work experiences, one can note that I am a humble individual who is willing to
work in any position. It is also evident that I am self driven and capable of working in different
environmental situations. The skills I have acquired throughout the years and through my
education have helped me to be an all rounded individual capable of working different work
environs. My work and education experiences have empowered me to be a well suited candidate
for any architectural position.
Part A: Remuneration System/s, Processes and Practices
O’Meara Electronics is seeking to shift from its position based remuneration system to a person
based remuneration system. Through an analysis of the various operational aspects of O’Meara
Electronics it is evident that a significant percentage of management level employees at the
organization believe that the position based system is not fare. This is because employees who
might not be contributing effectively to the organizations success end up getting more in terms of
remuneration than those who contribute a lot to the organization. The forum of the organizations
performance management system also revealed that the organization lacks an effective system of
evaluating employee performance and hence shifting to an individual based system of
remuneration will be significantly challenging for the company. The fact that the organization
has a diverse employee base where workers having different skill sets and operating in different
areas of the organization. Given the different aspects of the organization, it is logical that the
company adopts a remuneration system that is on the basis of employee competence.
Remuneration Practices for Similar Organizations

ADVANCED REMUNERATION AND PERFORMANCE 4
A review of the remuneration techniques utilized by electronic firm reveals that a significant
number of companies use a variety of systems. Some of the most popular remuneration systems
that are used by the reviewed organizations include the piece rate system, the time rate system,
and single status system. The piece rate system is a remuneration system in which the employees
are paid a specific amount on each electronic unit that they produce. The system is highly
popular in electronic companies that do not employ an assembly line system of production. The
time rate system is largely employed in electronic companies that utilize an assembly line system
of production. Under third form of remuneration system the employees are paid based on the
hours they spend at work. It was also evident that other similar organizations utilize a position
based remuneration system where individuals who occupy high ranks within the organization get
paid more than those who do not. It is also evident from an analysis of the manner in which other
similar companies conduct their remunerations that most utilize a combination of two or three
remunerations. This is largely due to the fact that different remuneration systems have varied
pros and cons and by utilizing more than one model organizations are able to offset the cons of
one system with the pros of another one.
Consulting with Staff
Staff consultation is an essential aspect of developing of a remuneration system for
organizations. The staff members share their ideologies with organizations management and this
enables them to make a determination on which system best suits their needs. From the O’Meara
Electronics case, it is evident that the organization consults with the stuff on which system is
better. Through consultations, the staff get the opportunity to evaluate the different remuneration
systems and make a determination on the pros and cons of each system with relation to the
various aspects of the organization. The consultation of staff in selecting a system is important as

ADVANCED REMUNERATION AND PERFORMANCE 5
it helps to prevent any form of resistance that employees might have to the various systems.
From the case it is evident that through staff inclusion the staff from the various departments
highlighted the challenges that are associated with the organizations remuneration system at their
level thereby providing room for the development of solutions.
Training and Numerous Practices
Other than staff consultation, another essential aspect of selecting an effective employee
remuneration system is level of employee training and their area of specialization within the
organization. In most organization employee remuneration is carried out differently based on the
training level and skill set of the employees. Workers with higher training level and skill sets
tend to receive more remuneration than those without. This is largely due to the fact that the
more highly skilled an employee is, the more productive he/she is and as a result the higher the
wages he/she gets. From the case it is evident that O’Meara Electronics has employees who
specialize in different areas and as a result have varied skill sets. This is reflected in the fact that
the organizational is multi-departmental and as a result workers have varied expertise. Therefore
through a review of their expertise the organization is able to make a determination on which
system is bests suited.
Portfolio Part B
An effective performance management system is largely based on the employees ability to meet
organizational set goals or not. To develop an effective performance management system, an
organization needs to be able establish performance goals, develop measures of performance
reviews and effective performance appraisal systems.
Performance Goals

ADVANCED REMUNERATION AND PERFORMANCE 6
The performance goals of O’Meara Electronics are largely based on the aim of the organization
and what it seeks to achieve. From the case, it is evident that one of the major performance goals
of O’Meara Electronics is to increase its profit margins through an increase in productivity and
operational efficiency at the production plant. The performance goals of the organization should
reflect the goals of the workers.
Performance Reviews
The organization also needs to have an effective strategy for performance review at both an
individual level, a departmental level and an organizational level. By being able to effectively
evaluate the performance at both this three levels, the organization can make a better
determination on individual employee contribution to the organizations operation. There are a
number of performance evaluation techniques that the organization can implement one of the
most effective technique that relates to the proposed remuneration system is productivity
evaluation. By analyzing the individual productivity of an employee an organization is able t
make the determination if he is contributing greatly to the organization or not.
Performance Management System
Performance management systems allow for companies to monitor and track the performance of
employees at an individual, departmental and organizational level. The systems are usually based
on job specific and organizational competencies that should be obtained for efficient job
performance. An efficient performance management system is based on 6 key elements namely,
the system should be fare and accurate, it should be efficient, it should measure the performance
and not focus on the lower limits, decisions of compensation should be based on performance,
multiple data sources should be used in the evaluation and formal development on coaching
skills should be included in the process.

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Recommendations/Testimonials
My supervisor at Namanda Architecture Group recommended that even though I have mastered
my skills at a basic level, I need to engage in programs that will help me to further refine my
skills especially in leadership and communication. My lecturer from AZAD University
recommended that I pursue further education to improve my skill set due to the highly
competitive nature of the work place. While working at a Café, in Templestown my manager
indicated that I have mastered a number of skills that make me a well rounded employee capable
of handling different aspects of organizations operation.