Comprehensive Analysis of GSE's HR Support and Performance Management

This report provides a detailed analysis of the performance management system at GSE, evaluating its various components and offering recommendations for improvement. The report begins with an introduction to the role of human resource management in supporting team members within an organization. It then evaluates GSE's position descriptions, performance improvement and counseling policies, the proactiveness of line managers, and the effectiveness of the rewards and recognition scheme. The report also examines the effectiveness of the performance management policies and procedures, followed by an action plan. Part 2 reviews the PM system, focusing on strengths, weaknesses, and objectives for improvement. The conclusion summarizes the key findings, emphasizing the significance of the HR management system for organizational development. The report references relevant books and journals to support its analysis. The main areas for improvement are time management and conflict resolution. The overall objective of performance management is to enhance communication between supervisors and employees and to link employee performance to the accomplishment of GSE objectives.

HR Support performance
management Process

Table of Contents
INTRODUCTION...........................................................................................................................1
PART 1............................................................................................................................................1
Evaluation of all GSE position descriptions..............................................................................1
Evaluation of the GSE performance improvement and counselling..........................................1
Verify whether GSE line managers are proactive.......................................................................1
Verify whether GSE line managers are facilitating performance appraisal meetings................2
GSE line managers are providing ongoing feedback and acknowledgement.............................2
Effectiveness of the GSE rewards and recognition scheme........................................................2
The effectiveness of the performance management policies and procedures.............................2
Action Plan .................................................................................................................................2
PART 2............................................................................................................................................3
Review the PM system................................................................................................................3
CONCLUSION ...............................................................................................................................4
REFERENCES................................................................................................................................5
Books & Journals ...........................................................................................................................5

INTRODUCTION
Human resource management role is the support system management to team members
who working within the organization. Present report will be going to review the GSM Hr policies
and procedures. Besides, this present study also explains about the performance improvement
appraisal meetings or some improvement areas.
PART 1
Evaluation of all GSE position descriptions.
GSE position descriptions and the structure defined by different job roles. As per the
given GSE organizational chart it defines hierarchical department (Buckingham and Goodall,
2015). Such as top level department consists board of directors and then departmental general
managers such as manufacturing GM, Marketing GM, Hospitality GM etc. They distributes their
roles and responsibilities as per the top to bottom level. GSE having the all employees required
in the organization accept the hospitality department where they required employees such vacant
roles are restaurant manager, restaurant supervisors, head chef and health & safety manager.
Evaluation of the GSE performance improvement and counselling
As per the GSE performance improvement and performance counselling policy. It has
been evaluated that it is very committed to continuous development and motivate employees to
continuous growth performance. This involves very good procedure to enhance the individual
growth after three months, where employees of GSE get the different learning and developing
goals. In the contrast, on the basis of evaluation about performance counselling policy of the
company so it aims to implement the fair and reasonable process to employee satisfactory
performance. On the basis of this evaluation, this policy of GSE is quite ineffective which
increases the employee dissatisfaction and unsatisfactory outcomes.
Verify whether GSE line managers are proactive
As per the observation it has been found that GSE line manager is quite effective and
well communicator to transfer the information about performance indicators to other department
in order to full fill the communication or task objectives (Laudon and Laudon, 2016). Line
manager well explained role player that helps other employees to understand and full fill long
term performance goals. This will help to maintained the performance of individual.
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Verify whether GSE line managers are facilitating performance appraisal meetings.
GSE line manager informed or conduct a performance appraisal meetings with
employees as per the mentioned in PM policy procedures. Besides that, they can also improve
this process by taking review from employees about the KPIs and feedbacks.
GSE line managers are providing ongoing feedback and acknowledgement
This required to be improve in line manager in terms of providing the ongoing feedback
and acknowledgement of positive and under performance to their workers which might be
creating the conflict and dissatisfaction among employees and workers. This issue rise the
ineffective planning of time which delay the further work within the organization.
Effectiveness of the GSE rewards and recognition scheme
Reward and recognition policy of GSE is the significant policy which improves the
employee morale and interest towards the company goals and aims. In which GSE left out those
employees who is underperformed. Due to which those employees get reduced their employee
morale and interest of doing the work. This is the reason why GSE facing the conflicts among
employees.
The effectiveness of the performance management policies and procedures.
Performance management policy of GSE is significant for employee productivity. That
helps to maintained the high work standard around the working culture. The procedure of PM
reflects the way through company measure its performance system by taking the different tools
and techniques (Noe and et.al., 2017). Such as 360 appraisal evaluation, get feedback from peers
and managers, supervisors etc.
Action Plan
Sources of data Resources
needed
Roles and
responsibilities
Communication
requirements
Time lines
Ranking method
review method
This required
enough
information of an
individual as per
their productivity
work
performance.
Manager and
supervisor is the
person who
responsible to
review the
performance
management of
By Emails,
Meetings, by
feedback forms.
2 months
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GSE employees.
Critical Incident
techniques
In this
performance
review techniques
manager prepares
the lists of
statements of very
effective and
ineffective
behaviour of an
employees.
Departmental
manager,
supervisor.
By colleagues,
mentors,
supervisors,
peers.
3 months
As per the above action plan it has been described that which are the techniques is helpful
to access the identification to analyse the current performance of the GSE and its system.
However, This system is helpful to measure the long lasting opportunity and task.
PART 2
Review the PM system
On the basis of evaluation of performance management plan GSE needs to work upon the
two areas within the company which must be a concern part of the company first is time
management and second one is conflict resolution. Overall, the main objective of the
performance management is to enhance the communication between supervisors and employees
regarding employees performance and to link employee performance to accomplishment of GSE
objectives.
Strength and weaknesses of the PM system
PM helps to explore the new areas of improvement and measure the actual performance
of an individual (Van Dooren, Bouckaert and Halligan, 2015). Contrary, limitation of PM system
is Bias with some employees, insufficient evidence sometimes make the wrong decisions.
Objectives of the recommendation/improvement
The main objective or aim of the two development areas is to reduce the conflicts and
issues between employees and maintained the productive working environment. Besides, time
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management aim is to minimize the working cost and accomplish the task in less duration of
time.
Required actions to achieve the objectives
Time management : To accomplish work on time for that, break the task on smaller
parts, make strategy to perform work, give time to specific areas.
Conflict Resolution : Create positive environment, create informal groups, organise
feedback session etc.
Resources needed
Raw material, Human resources management, Financial Resources etc.
Roles and responsibilities
The role of manager is to communicate the overall information and goals of the system.
Employees role is to accomplish the assigned task within the limited time period.
CONCLUSION
As per the above report, it has been concluded that Human resource management system
is the significant area of the company. Present report explained about the HR management and
performance policies which is essential for further development.
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REFERENCES
Books & Journals
Buckingham, M. and Goodall, A., 2015. Reinventing performance management. Harvard
Business Review. 93(4). pp.40-50.
Laudon, K. C. and Laudon, J. P., 2016. Management information system. Pearson Education
India.
Noe, R. A. and et.al., 2017. Human resource management: Gaining a competitive advantage.
New York, NY: McGraw-Hill Education.
Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in the public
sector. Routledge.
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