Comprehensive Report: Managing People Performance Strategies

This report provides a detailed analysis of people performance management, encompassing various critical aspects. It begins by examining the factors to consider when allocating work, emphasizing the importance of employee skills, leadership qualities, and company objectives. The report then delves into performance management systems, highlighting their role in documentation, communication, and goal tracking. Key Performance Indicators (KPIs) are discussed, focusing on their relevance, alignment, and achievability. The significance of consistent feedback, legislative and regulatory issues, and building a high-performance culture are also explored. Furthermore, the report addresses the process of employee termination, including discussions and improvement strategies. Finally, it underscores the necessity of performance plans for boosting employee skills and achieving organizational objectives. The report references several academic sources to support its findings.

MANAGE PEOPLE
PERFORMANCE

Answer 1. While allocating work to any employee or team leader there are many things that
should be taken into consideration. Employees' skills should be considered first. Their
background should be taken into concern (Bell, 2014). Employees' effective leadership and
management skill should be be looked out. He/she should be a good listener. If some task
is given them then that employee should be able to complete that task in a given period of
time. Company's objectives should be his/her first priority. All employees should have
friendly and fair nature. During allocation team leaders should allocate firstly roles to their
members in such a way that all these members feel comfortable in achieving their goals
and complete their tasks with a sense of responsibility. Proper coordination of these roles
would definitely lead in rising the morale and motivation of the employees. But before
allocation team leaders should understand what kind of roles are given to their leaders.
They should know the qualities of their team mates. Different kinds of activities should be
performed with them to improve coordination and understanding. Allocation of work
should be there to the members if the employee is good decision maker and his/her
decisions and ideas worth satisfying team goals(Carlson, M., Guntupalli, Ko and J.D.,
2016). Their experience should get valued and appreciated. By this the team members get
motivated and work performance improves. Working environment also matters. Proper
visualization of plans should be there. Employees should possess task managerial skills.
Strong work ethic and strong positive attitude lead them to task completion. Competence
and knowledge decides where the team is leading. Assessment of team should be there
where professional development of employees take place. All these qualities should be
considered before allocating work to any employee. Through these qualities only any work
or a project can become successful.
Answer 2.
Performance management system are used in full year to develop documentation and
communication between managers and employees. These system play major role in completion
of personal development and professional goals by setting or assisting with tracking in a
complete year (Dusterhoff,Cunningham and MacGregor, 2014). It helps in retention and
employment engagement areas. These things are associated with security and efficiency.
Performance management system help in many ways like it helps managers and employees to fix
their objectives and with shared tracking tools and techniques they lead success. Emails which

are called as automated reminders inspire employees to make notes after they do their
accomplishments in a year for well improved appraisals and good communications. Productivity
is also positively affected through goal tracking in a complete year. Collaboration is there
between employees and managers who ensure that expectations are met regularly. It helps in
accumulation of data which permits leadership to get informed and make decisions accordingly.
Performance appraisals can be described as evaluation of employees done in a systematic
way in order to understand their capabilities for the development and growth of management.
Performance appraisals build a skilled and empowered workforce (Harrington and Lee, 2015) .
It is a type of investment for any organization which has effective outcomes. Promotion appraisal
helps the leaders to tag the efficient employees and dismiss inefficient ones. Compensation
includes some high rate salaries, extra benefits, bonus, allowances and its process comes in merit
rather than seniority. Performance appraisal helps to find weaknesses and strength of employees
so that right person can be appointed to the job. Regarding performance of employees and status,
their feedbacks are provided to them. It also retain and review training programmes. Leaders or
supervisors mainly calculate the pay of employees and equalize with targets, decisions and plans.
Through this employers can show employees correct path for good performance.
Answer 3.
Key Performance Indicator is a value that describes how fast a company is achieving its goal. By
evaluating KPI company reach success through multiple levels. There is high level of KPI for
evaluating the overall performance of any firm. It is related to the outcomes of business
performance. Main aspects of KPI are
a) Relevant : there is proper controlling among the decision makers in the organisation through
KPI (Harwood, Nakola and Nyaana, 2016). There is responsibility given to relevant managers
regarding sales and results are favourable.
b) Aligned : It means that KPI should should drip from the board of organizational objectives to
routine operations. Some organization focus on bulk of clients but this is not aligned with general
vision.
c) Achievable : KPI has set some goals for employees which are achievable. These goals are
realistic, measurable and smarter.
4. It is necessary to provide consistent, constructive feedback to employees because it is a
process through which review of their performance can be collected. This feedback helps them to

find their approach and make them understand that in which directing they leading. It helps in
improving Employees' Performance on a regular basis. It is most simple and cheapest
management tool that is disposable from everybody's side. People can easily come on track
through feedbacks and assistance is provided as it work in the form of guide. It is part of output
system which is returned to its input to receive better output. At different stages of learning and
training process, their awareness towards strength, potential improvise (Kampkötter, 2017). Most
effective means of providing feedback is through communication which gives an opportunity for
clarification.
5. There are some legislative and regulatory issues which should be kept in mind. Relating
to the type of business following laws should be observed :\
a) Employment Law : this law says that employees in any organisation are treated in a
fair way (Laudon and Laudon, 2016). There are issues regarding minimum wage, leave ,
termination of employment and pensions. So there should be increment in minimum wage every
year.
b) Consumer Rights : Business should comply with consumer rights law if its involved in
selling products and services. All the rights of this law are applied to business while buying of
goods and services from any other firm. According to this law the product should be of good
quality, should be as described and fulfil the purpose.
Competition Law : It is made to protect the firm from stiffness of competition.
6. High performance culture is build by good performance management. Through this both
employers and employees are able to contribute in the plans and targets of business. It is all
about alignment of individual objectives to organizational objectives. Good performance
management ensures individual's capability to seek corporate values. Performances are resourced
and proactively managed against the goals of organisation (Kozica and Brandl, 2015). The
overall aim of it lies in maintaining a good culture where team and individuals can easily take the
responsibility for the improvement of management goals and their skills. Another aim is to
achieve expectations of organization which an employee can reach through his/her maximum
capacity. So the good performance system can be termed in the form of responsibilities and roles
that employees are expected to achieve, talent and skills employees expected to possess and a
friendly behaviour expected to have. Good performance management system brings motivation
and empowering type of environment among employees. It rewards them for their best

performance. It clears what they want to achieve, their standards, accurate feedbacks and head
them to do the best.
7. If managers are getting poor performance from employees and are dismissed then
managers should discuss the cause of termination with the employees. It can be voluntary
termination also. Not all employees have termination with cause but those who are having
reasons find disobedience, avoid duties, misconduct permissions etc. It can occur due to
violation of company ethics, harassment, poor performance, deep insubordination etc.
termination or dismissal occur through a documentary process (Mone and London, 2018). An
appropriate discussion is held between employee and employer and in that conversation
everything should be cleared out. After termination manager should focus on improvement
strategies and find where the team is leading. Different activities like performance development
planning process should be conducted to assist employees in their work. Managers should
converse transparently with the staff members about their performances and any kind of
difficulties they are facing (Phakiti, 2016). Performance Improvement Plan (PIP) which is
normal process and hope of every employee to improve his performance should be enforced.
After termination all documentary and legislative work regarding that employee should get
completed. Employee's salary, incentives, bonus should be cleared with the company.
8. There is a need performance plans because its helps employees in boosting their ability
and skills so that they can achieve organisational objectives. It is needed to mainly for
identification reason. Identification of substandard of employee is required in every organisation
and so every firm is moving towards performance plans(Parker and Alemanno, 2014). If there is
any deficiency in any employee then that employee is addressed and finally displayed. It is a
simple way of getting quality work from the employee. Performance plans develops fine
economics for organisation and provides a sense of direction. It specifies the contribution of
individual and confirms its success by ramping its skills. It goes from organisational goals of unit
to employee and his/her leader. Through this success of both employers and employees are easily
measured and defined.

REFERENCES :
Books and Journal:
Bell, R.L., 2014. Performance appraisals and the cognitive domain. Supervision, 75 (7), pp.3-7.
Carlson, M., Guntupalli, S., Ko, E. and J.D., 2016. SGO Health Policy and Socioeconomic
Committee: Current and future efforts of the Future of Physician Payment Reform
Taskforce and the Legislative and Regulatory Affairs Taskforce. Gynecologic
oncology, 142(3), pp.385-387.
Dusterhoff, C., Cunningham, J.B. and MacGregor, J.N., 2014. The effects of performance
rating, leader–member exchange, perceived utility, and organizational justice on
performance appraisal satisfaction: Applying a moral judgment perspective. Journal of
business ethics, 119(2), pp.265-273.
Harrington, J.R. and Lee, J.H., 2015. What drives perceived fairness of performance appraisal?
Exploring the effects of psychological contract fulfillment on employees’ perceived
fairness of performance appraisal in US federal agencies. Public Personnel
Management, 44(2), pp.214-238.
Harwood, I.K., Nakola, J.O. and Nyaana, D.N., 2016. Effects of Organizational Restructuring
on Firm Performance: A Case of National Bank of Kenya. Global Journal of Advanced
Research, 3(1), pp.43-49.
Kampkötter, P., 2017. Performance appraisals and job satisfaction. The International Journal of
Human Resource Management, 28(5), pp.750-774.
Kozica, A. and Brandl, J., 2015. Handling paradoxical tensions through conventions: The case
of performance appraisal. German Journal of Human Resource Management, 29(1), pp.49-
68.
Laudon, K.C. and Laudon, J.P., 2016. Management information system. Pearson Education
India.
Mone, E.M. and London, M., 2018. Employee engagement through effective performance
management: A practical guide for managers. Routledge.
Parker, R. and Alemanno, A., 2014. Towards Effective Regulatory Cooperation under TTIP: A
comparative overview of the EU and US legislative and regulatory systems.
Phakiti, A., 2016. Test takers’ performance appraisals, appraisal calibration, and cognitive and
metacognitive strategy use. Language Assessment Quarterly, 13(2), pp.75-108.
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