HR Professional Development and Performance Management at Morrison

This report provides a comprehensive analysis of the skills, knowledge, and behaviors required by HR professionals, using Morrison Supermarket as a case study. It begins by identifying the essential skills, knowledge, and behaviors, followed by a job description and person specification. The report then presents a personal skills audit and a detailed personal development plan to address identified weaknesses. Furthermore, it explores the differences between organizational and individual learning, training, and development, emphasizing the need for continuous learning and professional development. The report also examines how high-performance working contributes to employee engagement and competitive advantage and evaluates different approaches to performance management, demonstrating how they support a high-performance culture and commitment. The report concludes with a summary of key findings and recommendations for HR professionals.

Developing
Individuals, Teams
and Organisations
1

Table of Contents
Table of Contents.............................................................................................................................2
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
P1. Determine appropriate and professional knowledge, skills and behaviours that are required
by HR professionals.....................................................................................................................3
P2. Analyse a completed personal skills audit to identify appropriate knowledge, skills and
behaviours and develop a professional development plan for a given job role...........................7
M1. Provide a detailed professional skills audit that demonstrates evidence of personal
reflection and evaluation..............................................................................................................9
TASK 2..........................................................................................................................................10
P3. Analyse the differences between organisational and individual learning, training and
development...............................................................................................................................10
P4. Analyse the need for continuous learning and professional development to drive
sustainable business performance..............................................................................................14
M2. Apply learning cycle theories to analyse the importance of implementing continuous
professional development..........................................................................................................14
TASK 3..........................................................................................................................................16
P5. Demonstrate understanding of how HPW contributes to employee engagement and
competitive advantage within a specific organisational situation.............................................16
M3. Analyse the benefits of applying HPW with justifications to a specific organisational
situation......................................................................................................................................17
TASK 4..........................................................................................................................................18
P6. Evaluate different approaches to performance management and demonstrate with specific
examples how they can support high-performance culture and commitment...........................18
M4. Critically evaluate the different approaches and make judgements on how effective they
can be to support high performance culture and commitment..................................................19
CONCLUSION..............................................................................................................................20
REFERENCES..............................................................................................................................21
2

INTRODUCTION
Development, team and organisational development is an continuous and a very crucial
process which takes place in all different business settings either private or public, small or large
profit and non-profit. Development and change is a importance and regular processes that
flourishes in the company focusing on improvement in knowledge, skills and behaviour of
individuals separating and ultimately of the organisation (Coetzer, Bussin and Geldenhuys,
2017). It is the responsibility of the management for determining and providing appropriate
development opportunities to all the respective individuals present in the company. For
completion of this report Morrison British supermarket Store is selected.
The company was founded in 1899 and considered as the fourth largest supermarket chain
of the United Kingdom headquartered in England, UK. The report technologies professional skill
knowledge and behaviour required by a rational continuing with personal skill audit and creation
of a personal development plan for improvement in the specific areas. Moreover, difference
between organisational and individual learning is identified along with training and development.
Apache this the next part of the report highlights the need for continuous personal and
professional development for an individual and the ways high-performance working can
contribute to skill enhancement of employees and attaining competitive advantage. At last, there
are several approaches enabling performance management and these approaches are discussed in
the report.
TASK 1
P1. Determine appropriate and professional knowledge, skills and behaviours that are required
by HR professionals.
An HR professional or professionals are the individuals who are employed by the company
for advocating both the organisation and employees of it. The HR professional has the
responsibility to establish, maintained, develop and manage all the company’s policies for
ensuring the benefits of both the employer and the workforce in relation with the country labour
laws and best practice. The roles and responsibility of an ideal HR professional makes them
accountable for regularly providing appropriate development opportunities to the individuals and
different things in the company allowing them to enhance their skills knowledge and behaviours.
Also the HR professional plays a vital role in providing job satisfaction and healthy working
3

environment to employees leading towards organisational development. Few skills knowledge
and behaviours which are needed to be acquired by the HR professional of a large organisation
that are suitable according to their job roles and preferences of the entity are discussed
underneath.
SKILLS
 Effective communication Skills- Every HR professional hold several responsibilities
and indulges in numerous activities which the workforce and with the top level
management as well. This essential role of there job profile makes it important for HR
professional to hold appropriate communication skills. The age of professional works
fore advocating both the company and the workforce present in it which is another
feature creating need for holding appropriate and effective communication skills.
 Decision making Skills- As discussed and identified that HR professional has the
responsibility for developing maintaining and managing all the company’s policies for
the benefits of both the organization and employees. The decision making skills of an HR
professional is directly referring towards the situations where they are the responsible
party for handling and managing all the crucial areas and the emergency situation
(Waddell and et. al., 2019).
KNOWLEDGE
 Performances Management- The concept of performance management is defined as the
ways a company involves their employees in the operations for increasing the
effectiveness and accomplishing the goals of the organization. as the HR professional
holds the responsibility for developing effective workforce it is there responsibility to
hold appropriate performance management knowledge so that employees efficiency can
be brought out while they are working with the entity.
 Teamwork and Collaboration- HR professionals are always focused towards finding
and creating the best workplace possible for the individuals associated with the company
and responsible for execute in all the strategic plans for attainment of organizational
goals. This makes it is very important for an HR professional to hold appropriate
knowledge about separate teamwork and collaboration techniques for building
cooperative and collaborative teams with members who believe in the mission and vision
of the entity.
4

BEHAVIOURS
 Transparency and Trustworthiness- HR professionals all the individuals who leads the
workforce and to whom employees turn for or several aspects such as “how we do things
around here”. They are also the individuals who play the role of a confidant for
employees to whom they can approach for or any issues they are facing with others in the
organization or in the personal lives. Therefore it is expected from in HR professional to
perform their activities and job roles with professionalism and fair practices and making
the transparency and trustworthiness an important behaviour for HR professionals to
hold.
 Purpose oriented- As there are several departments in a company holding separate
leaders the same way HR department is also present in an organization holding different
HR professionals. As the Human resource Department and professional working in it are
essential for the entity it is also essential that they fully understand the purpose of the
business and it is not just enough to understand the purpose but also to work accordingly
possessing behavior of purpose oriented individuals and working in the benefit of the
firm (Santos, Goldman and De Souza, 2015).
JOB DESCRIPTION
JOB DESCRIPTION
Job title: HR Professional
Department: HR Department
Job summary- The human resource specialist and professional is responsible for numerous tasks
out of which vital are to recruiting, screening, interview in and pleasing people in the
organisation at the right place, on the right time. They are also required to handle employee
relations, payroll, training and development of individuals and benefits of employer and
employee both.
Duties and Responsibilities
 Overseeing recruitment and hiring processes.
 Hiring and referring qualified candidates.
 Conducting employee orientations.
 Processing paper works of the workforce.
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 Keeping people informed and orienting new applicants about job details and their related
benefits.
 Conducting interviewing activities.
 Consulting with individuals for identifying needs and preferred qualification.
Qualification and Skills
 Planning and coordinating abilities.
 Knowledge of employment law.
 Effective communication and decision making abilities.
 Behavioural knowledge.
PERSON SPECIFICATION
PERSON SPECIFICATION
Job Title: HR Professional
Reporting To: Human Resource Department
Qualifications
Essential:
 Bachelor in HR studies and Management.
 At least one year experience in Human Resource Management.
 Experience of using a variety of selection methods and assessment tools.
Desirable:
 Post graduation and qualification in Human Resource Management, employee relation,
organizational behaviour, learning and development and other disciplines relevant to
the specific post.
 Membership in a nationally recognized professional human resource body.
 Experience of working with an international organization.
P2. Analyse a completed personal skills audit to identify appropriate knowledge, skills and
behaviours and develop a professional development plan for a given job role.
SWOT Analysis
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STRENGTHS WEANKESSES
 As an HR professional my decision
making skills is my biggest strength as
I am a rapid decision maker which are
effective as well.
 Along with 8 Mai performance
management knowledge and
transparent behaviour are another
strong areas.
 Weakness which I hold as an HR
professional is lack of communication
abilities which hinders my performance
standards as a motivator and guide.
 Moreover, I also like purpose oriented
behaviour which sometimes keeps me e
away from my goals and purposes.
OPPORTUNITIES THREATS
 The opportunity which I hold is to
improve my weaknesses and change
them into my strengths. In order to do
so there are several resources available
which are useful for me for developing
better effective communication abilities
and purpose oriented behaviour which
will lead me towards higher position in
my organisation.
 A very common threat which is
available for me as an HR professional
is the competition level that is regularly
increasing and aggressively becoming
higher in number.
A personal development plan is also prepared highlighting the actions I need to undertake
with the help of appropriate resources for enhancing the skills knowledge and behaviours where I
lack (Green, 2016).
PERSONAL DEVELOPMENT PLAN (PDP)
SKILL/
KNOWLEDGE/
BEHAVIOUR
WHAT DO I
HAVE TO DO?
WHAT
SUPPORT
AND
RESOURCES
WILL NEED?
HOW WILL I
MEASURE
SUCCESS?
TARGET
DATE FOE
REVIEW
Effective Participate in and The resources The success 8-10 months
7

Communication
Skills
complete the
essential courses
and trainings
provided for
effective
communication
skills.
which are
available to me
for acquiring
effective
communication
skill as nature
professional are
different training
and development
programmes.
criteria for
identifying the
improvement in
my
communication
abilities is the
feedback and
responses I
received from
my colleague and
superiors (French
and Rees, 2016).
Teamwork and
Collaboration
Knowledge
Understand the
importance and
requirement of
team working
and collaborative
knowledge as an
HR professional
for working in
my desired
organisation.
There are several
journals and
books provided
by experts who
can be proven
useful for me for
developing and
enhancing the
knowledge about
teamwork and
collaboration as
an HR
professional.
The measuring
my knowledge in
relation with
teamwork and
collaborative
activities is the
feedback from
peer or other
team members
received while
performing the
task.
6-8 months
Purpose
Oriented
Behaviour
For developing
the behaviour of
purpose oriented
HR professional
it is very
The resources
which are
available are the
annual reports of
the organisation
For measuring
the success about
my enhancement
in purpose
oriented
12 months
8

important for me
to understand the
vision, mission
and values of my
workplace and
the company.
where updated
and prescribed
vision, mission
and values
statements are
provided by the
top level
management.
behaviour is the
practices which I
undertake and
the decisions I
make as an HR
professional of
my entity.
M1. Provide a detailed professional skills audit that demonstrates evidence of personal reflection
and evaluation.
In relation with the above analysis conducted about the skill knowledge and behaviours
required by an HR professional this section of the report focus is over completing a personal skill
audit ask me as a HR professional.
SKILL AUDIT
SKILL/
KNOWLEDGE/
BEHAVIOUR
1 2 3 4 5
Effective
Communication
Skills
*
Decision Making
Skills
*
Performance
Management
Knowledge
*
Teamwork and
Collaboration
Knowledge
*
9

Transparency and
Trustworthiness
Behaviour
*
Purpose Oriented
Behaviour
*
(1 means least competent and 5 means most competent)
TASK 2
P3. Analyse the differences between organisational and individual learning, training and
development.
Morrison’s is a supermarkets an organization which was founded in 1899 headquartered in
England answers to the people of the United Kingdom hundreds of stores and supermarkets
opened different locations. The company is known as the fourth largest supermarket store that is
been operated in United Kingdom serving millions of people on the daily basis offering them
food and beverages, clothing, magazines, books and grocery products. The company has around
110,000 numbers of employees belonging to separate supermarket store in separate locations
around United Kingdom. The concepts of organizational an individual learning is very essential
and plays a vital role for Morrison’s providing it an opportunity to perform diversification by
integrating its action with the current market conditions and requirements (Prades and et. al.,
2015).
DIFFERENCE BETWEEN ORGANISATIONAL AND INDIVIDUAL LEARNING
BASIS ORGANISATIONAL
LEARNING
INDIVIDUAL LEARNING
Meaning This is a process by which a
Morrison undertakes
improvement actions for
revising itself over the period
of time with the help of
gaining experiences and using
Individual learning is the
referred as a process that
involves change in a person's
behaviour and their
knowledge. Individual
learning determines the
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the past knowledge and
experiences to develop new
ones. It is an important
concept as the creation
retention and transfer of
knowledge within the
company and its structure will
strengthen it as a whole body.
difference that took place in
the Employees from the first
moment to another.
Individual learning provides
the personnel an appropriate
chance to learn new
information gain better skills
and knowledge and develop
new strategies for
differentiating themselves
from others.
Time Frame Organizational learning is a
process which is conducted
for a specific timeline
according to a specific time
table and it is the choice of
Morrison to select the
materials of their learnings
according to the necessity and
requirements (Costa, Fulmer
and Anderson, 2018).
On the other hand individual
learning is a continuous
process which cannot be
prescribed in a particular time
frame because of its nature
and the needs of the
individuals which is dynamic
and frequently changes.
Organizational and individual learning are the two concepts which are helpful and
beneficial for both the workforce which are associated with Morrison’s and for the company as
well. training and development activities and sessions are the main tools through which
organizational and individual learning processes are conducted in Morrison and in other business
entities.
DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT
BASIS TRAINING DEVELOPMENT
Meaning Training is a learning process Development is basically
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which is provided and
conducted for employees
providing them an opportunity
to develop their skills
competencies and knowledge
according to the job
requirements and the duties
they are responsible for while
working in Morrison.
educational process which is
converted into educational
sessions and provided to
individuals concerning their
overall growth as an employee
and as a professional.
Development practices and
seminars the not just improve
the short term liabilities of the
individuals but also enhances
their personal competencies.
Focus Training activities and
sessions which are provided
by Morrison to the workforce
is a focused over the present
skill development of
employees. The training
sessions are prescribed to a
particular project and for
development of a particular
competency.
On the other hand the
development programs which
are conducted for the
personnel’s are concentrated
and aims towards future of a
individual for improving and
improvising their evil it is
which is helpful for them in
future as well as in present
(Bai and Ciacci, 2017).
Objective The main motive and
objective of providing training
sessions to employees in order
to improve their skills and
abilities is to improvise the
word for misses of the
workforce present in
Morrison. Training sessions
are job oriented and focuses
On the other hand the
development programs which
are conducted by HR
professional of Morrison in
favor of employees is to
prepare them for future
challenges and goals of the
entity. Development programs
allows the individual to also
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over development skills for
completing a specific task and
duty.
enhance their personal
abilities as well which help
them in their careers.
Time Period Training is a job oriented
process which is focused over
a particular role and objective
therefore it is mostly a short-
term process in nature holding
a concrete goal and objective.
Training revolves around
immediate and present
requirements of company.
On the other hand
development process is
focused over the improvement
and improvisation in skills and
abilities of an individual
person. Development is an
activity which is a futuristic
nature focusing on the person.
Therefore it is a long-term
activity with the girls which
are open ended and ongoing.
Responsibility Training programs are group
focused where more than one
individual participates in the
event such as workshops
classes for seminars therefore
the organization takes
responsibility of training
sessions and conducts them
for employees.
The development sessions and
activities tends to be more of a
personalized nature and
experience which is created
based on the individual
development plan. Therefore
development activities are
recognized as a self
assessment procedure their
individuals are responsible for
creating and owning the
development plans and
activities.
13

P4. Analyse the need for continuous learning and professional development to drive sustainable
business performance.
Continuous learning and professional development are two integrated activities which
contribute and align with one another benefiting the individual as well as the company in which
they are working. Continuous learning is a process defined as procurement of new skills and
knowledge on an on-going basis by the employees of Morrison which result in in professional
development as well to the individual. Continuous learning can be conducted in many forms that
is from formal courses to casual social learning involving self initiatives and motivation of taking
new challenges and enhancing the competencies. Continuous learning can be a part of
organisational performance as well allowing the business to drive sustainable performances from
the employees and ultimately the overall performance of the entity.
Need for Continuous Learning:
 The first and foremost need of a continuous learning for a large organization like
Morrison is to stay competitive in the current market by adopting innovative adaptive
and ever changing techniques and abilities of individuals.
 Another need for continuous learning and professional development required by the
employees of Morrison is to innovate and try new things and processes while working
and providing their best performance to the entity while performing the job role. The
creative and innovative thinking and development of processes requires learning and to
conduct continuous training and development sessions for the same (Khan and Keung,
2016).
M2. Apply learning cycle theories to analyse the importance of implementing continuous
professional development.
Kolb’s learning cycle:
There several different learning processes which can be used by Morrison’s enabling the
company to keep the learning cycle running. Therefore the Kolb's experimental learning theory is
suggested and beneficial for Morrison and its employees assistant it in a achieving sustainable
business performance standards. The Kolb's experimental learning cycle is divided into four
stages which are as follows:
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Figure 1: THE BENEFITS OF EXPERIENTIAL LEARNING AND KOLB’S LEARNING CYCLE
FOR TRAINING, 2019.
 Concrete Experience- This is the first stage highlighting towards doing and having an
experience. In simple words at this stage a new situation is imported by the employees of
Morrison’s then they make use of their knowledge and skills to perform.
 Reflective Observation- The second step is where employees will review their
performance and experience the gain while working on the new situation along with
identifying any inconsistencies that took place between experience and understanding. At
this stage employees of Morrison will identify any in competencies in the new situation
and their knowledge according to it and develop better experiences and understanding.
 Abstract Conceptualization- The next stage is a innovative step where the team
members working on the new situation will develop new ideas and processes for dealing
with the situation according to the review provided on the reflective stage also they can
innovate the existing process by modifying it (O’Grady and Akroyd, 2016). On this stage
the personnel’s will identify new opportunities and innovate according to the new
situation they have identified. Employees can also make use of existing processes and
modify them for implementing on the new situation.
 Active Experimentation- The last and final stage is where the individuals belonging to
the respective team facing the new situation will implement their new ideas and processes
are the modified version to the similar situation for identifying the new and effective
15

results. At this all the plans, knowledge and experiences collected by the employees will
be now implemented the processes developed will be executed.
TASK 3
P5. Demonstrate understanding of how HPW contributes to employee engagement and
competitive advantage within a specific organisational situation.
High Performance Working (HPW)
High-performance working or HPW is a general approach or a phenomena of managing the
organisation with the aim of attaining the highest level of performance and stimulating the
effectiveness engagement of employees in operations of company. The high performance
working approach contributes a vital part engaging the workforce and building a competitive
advantage of for the company in the market. The study explores and identifies that adoption of
high performance working is a complex process because of a holistic approach covers a wide
range of business practices out of which some of the business practices will not be applicable to
all businesses. The high performance working practices are that which are basically used to
improve and organisations capacity of effective working, attracting, selecting, hiring, retaining
and developing high performance individuals. High performance working practices and
approaches are also identifies as high-performance work systems.
The subsystems of high performance working practices and system are as follows which
are beneficial for organisations and in this case for Morrison as workforce and their abilities will
improvise, they will be engaged and appropriately integrate their efforts towards organisational
objectives. The Subsystems are elaborated underneath:
1. Engaging staff is the first subsystem of high performance working there the higher
authority of Morrison will communicate and convey the vision and mission of the entity
to the workforce by sharing the appropriate amount of information. Along with it for
engaging staff the managers will adopt employee involvement in decision making
practice and development policies and practices that link the salaries and bonuses of
individuals to their success and better career opportunities.
2. Acquiring and Development talent is the next subsection Jaya rigorous recruiting
actions needed to be performed by Human Resource Department of Morrison for
conducting selective hiring ensuring that all open positions are filled with the right person
16

in the right place at the right time. Once recruitment and selection is done extensive
training and development programs needs to be provided to the individuals which keeps
them updated and engaged in operations and improve interest of personal in job roles.
3. Empowering the frontline is the next sub section of high performance working systems
which focus is over employment security decentralization of decision making and
reduction in status distinctions that are flourishing in Morrison.
4. Aligning leaders is the last subsection influencing the capabilities of organizations
leadership in running and involving the company as a whole. Morrison’s management
trainings will be linked to organizational needs and requirements along with providing
performance contingent compensation to the leader and for the successful achievements
of corporate, division and departmental goals.
The high performance working approach enables the organisation like Morrison to develop
appropriate strategies by engaging the employees and considering their suggestions and opinions
while developing the performance strategies. This practice of the high performance working
approach allows Morrison to enhance employee’s performances and develop efficient relations
with the workforce (Ang, Van Dyne and Rockstuhl, 2015). The end result of the integration that
took place with the expertise of top level management and fresh innovative ideas suggested by
the employees who are actually working on the projects and executing all strategic plan of
Morrison is improve competitive workforce which ultimately provides a competitive advantage
to Morrison and processes undertaken by business form for fulfilling their objectives. Employee
engagement and innovative strategy development is the key characteristic of an organisation
working with high-performance working standards and approach.
M3. Analyse the benefits of applying HPW with justifications to a specific organisational
situation.
Benefits of HPW to Morrison and its workforce
EMPLOYER
 Organizational Learning and Development is the first benefit which is related with
undertaking high-performance working approach buy Morrison as the company develops
a new strategy with the engagement of employees and expertise.
17

 Employee relations are the key element which bridge is the pathway between the
workforce and the company. The high performance working approach allows Morrison to
develop better employee relations as the top level management and the operational
employees working together, communicating with one another and utilizing the exercise
in fulfilling the aims of Morrison (Higham, 2018).
EMPLOYEES
 Individual learning is the foremost benefit to which is received by the team members
and individuals working with Morrison as they get you learn and trained from the expert
that is the top level management.
 Better opportunities are also provided to the work force and team members by the
leaders to engage themselves in the operations and provide their point of views
innovative ideas for conducting a respective activity.
TASK 4
P6. Evaluate different approaches to performance management and demonstrate with specific
examples how they can support high-performance culture and commitment.
Measuring the performances of workforce and the specific individual working and
executing the strategic plans of organisation is a necessary activity that is need to be conducted
by the management of all different types of businesses and entities. Performance management
and measurement will allow the organisation to assess the contribution each and every individual
made towards growth of the firm and also towards attainment of ultimate targets. Morrison is a
large organisation holding a huge workforce which creates a responsibility for the Human
resource Department and HR professional’s measure and identify the contribution made by each
employee in the company in order to provide them appropriate rewards and appraisals
accordingly enhance their motivation. There are different approaches which can be used to buy
the Human resource Department of Morrison for Performances Management which are discussed
below:
 Collaborative approach is the first method useful for the HR department of Morrison
that focuses over the team performances and team members efforts made towards
accomplishment of a common goal for which they were specifically converted into a
group (Robbins and O'Gorman, 2015).
18

 Attribute approach is based on specific significant parameters and attributes according
to which the individual performances are rated and ranked. This parameters our
teamwork, innovation, effective communication, creative and critical thinking, problem
solving abilities and decision making competency. For rating the performances of
individuals and ranking them on these basis a graphical rating scale is developed and
utilized by the Human resource Department where the employees are rated on the scale of
1 to 5 from the lowest to the highest performance. That means rank 1 who is the lowest
performance standard and rank 5 holds the highest performance standards.
 Result approach is it third performance management approach which can be used by the
Human resource Department of Morrison’s for measuring and identifying the
contribution of individuals in the company and its operations. The result approach is very
straightforward through which rates are given to the Employees by the company
according to their performance standards. A balanced scorecard is one of the tool which
is used by the Human resource Department while adopting result approach of
performance management (Niemi and Pekkola, 2017). This tool emphasizing on four
perspectives that includes customers, internal operations, financial standards and growth
of an individual employee.
M4. Critically evaluate the different approaches and make judgements on how effective they can
be to support high performance culture and commitment.
 Collaborative Approach- This approach of performance management allows the Human
resource Department of Morrison to encourage the workforce and individuals for working
in a team as a single unit and making use of high performance working approach to be
innovative and creative while working and developing strategies with the top level
management.
 Attribute approach- With the help of attribute approach of performance management it
becomes easy for the HR management of Morrison to improve the performance standards
of individuals by making them understand, raising awareness and informing them about
the key areas in which they need to improve and improvise.
 Result approach- The use of the result approach can help the management of Morrison
to transform different strategies into operations with much holistic approach and view.
19

The present approach also includes external environment learning and growth which
helps the management in HR department to develop an effective and high performance
standards and a high performing culture within the company.
CONCLUSION
The above report is acknowledging the importance and different processes for individual,
team and organisational development concluding that there are numerous skills, behaviour and
knowledge which is required by the HR professional of an entity. The report recognises
necessary skills, knowledge and behaviour of an HR of provided for the respective company and
in continuation a personal skill audit is conducted which resulted in a thorough and evaluative
personal development plan. Moving forward, the high-performance working concept is
understood along with its contribution in improving employee engagement and providing
competitive edge to the company. Business performance is considered a very essential and
influential sector for which it is important that continuous professional development is taking
place in an individual and in the organisation as well. At the end in similarity with all the above
discussion for performance enhancement and gaining a competitive edge by the organisation
with the help of employees and their development different performance management
approaches are also evaluated which ultimately improvise is the performance of the Organisation
enabling it to attain all the predetermined goals in an effective manner.
20

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