Analysis of Network Solutions HRM and Performance Management Report

This report provides an in-depth analysis of Network Solutions' Human Resource Management (HRM) practices, specifically focusing on the implementation and impact of a new performance management system. The report highlights key overlaps between the new system and an ideal system, emphasizing two-way communication, alignment of employee and organizational goals, and standardization of performance management. It details the system's features, including standardization, strategic performance, fairness, practicality, and inclusiveness. The anticipated results of the implementation are explored, such as goal setting, improved communication, and employee motivation. However, the report also acknowledges potential disadvantages and negative outcomes, including internal competition, favoritism, and time/cost considerations. The analysis references several academic sources to support its findings and provides a comprehensive overview of the challenges and opportunities presented by the new HRM system at Network Solutions.

Running head: MANAGEMENT
Human Resource Management
Name of the student
Name of the university
Author Note:

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Table of Contents
Overlap in between Network Solution System and Ideal System..............................................3
Features of the system................................................................................................................3
Anticipated results from the system implementation.................................................................5
Disadvantages and Negative outcomes......................................................................................6
References and Bibliography.....................................................................................................7

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Overlap in between Network Solution System and Ideal System
The major overlaps between the network solution and an Ideal system are as follows;
a. The encouragement of the two way communication was a major overlap to facilitate
the positive and negative discussions on the performances of the managers as well as
the employees
b. The overlaps were done to encourage and align the goals of the employees with that
of the goals of the organization
c. The proper amendment of the policies and the different practices
d. The continuous monitoring of the policies and practices at different intervals
e. A standardization of the management of worker performance
f. The rating system that helps to evaluate the performance of the employees
Features of the system
The features of the system that were implemented by the management of Network
Solutions represented the features of the different characteristic goals formulated for the
organization. Some of the major such goals includes;
Standardization
There were altogether as many as 50 programs which were being undertaken by the
management of the organization during the particular development program. The multiple
running of these 50 different programs could have hampered the performance of the main
program. The management was thus told to stop all the other programs as a precaution. The
main idea behind the total scene was the development of all the employees. The performance
of all the employees across all the divisions was the main agenda of the organization.

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Strategic performance
Strategic performance of the organization was equally important for the business as
because the design team is initiated to create the performance management system by the
combination of the different types of the personal goals along with the goals of the business
enterprise. The objective was also to create the focus on the development of the employees.
Proper acceptability and fairness
The performance of the employees is the main parameter for the evaluation of the
employees. A better performance from their side can ensure reward and recognitions for them
while a dip in their performance will result in penalty from the employers. The employers
keep a proper monitoring over the performance of the employees.
Practicality
The practicality of the performance management systems is mainly due to the
formulation of the system by the senior management of the company. The practicality is also
present because of the strict vigil of the management over the performance of the employees.
Specific Nature
As said earlier there are some specific measures that have been adapted by the
management of the management of the business to monitor and rate the performance of the
working employees. The rating system present in the organization rates the performance of
the enterprise by means of a scale numbered from 1 to 3.
Inclusiveness
The major aim of the organizations is always to ensure the management of the
organization in such a manner that it is able to meet the demands of the employees. The

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management of Network Solutions thus includes the employees in the decision making
process which helps the organization to ensure full satisfaction for the employees.
Reliability
The management of Network Holders along with the stakeholders keeps a constant
check on the performance of the employees which helps the management to ensure success
and also ensure reliability.
Anticipated results from the system implementation
The major value proposition of the employees not only includes the success of the
organization but also proposes the total transformation of the management and the
transformation of the performances of the employee. The performance management system
of the company thus includes a number of elements like that of;
a. Setting the Goals of the organization- The proper management of the goals and setting
the goals in an organized manner can ensure success for the management of the
company (Epstein Verbeeten & Widener, 2016). The setting of these goals can help
the management to set the goals of the business. The goals are set for both the
managers as well as the employees of the organization
b. Setting the communication lines- The communication lines of the management
followed in the company is dependent on that of the management between the
employees and the managers. The proper communication can ensure security for the
employees and also help to create knowledge management base for all the employees
as well as the employers.
c. Employee Motivation- The presentation of a proper organizational culture will foster
the development of a proper and efficient motivational skills for the employees. The
presentation of motivational skills is thus important for business success accordingly.

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Disadvantages and Negative outcomes
There will be a number of disadvantages and negative outcomes for Network
Solutions at the time of the implementation of the new system. The implementation of the
performance management system will naturally take a certain time to make itself more
imperative and will thus need time to be fully operational. Some of the major disadvantages
and negative outcomes of the process are as follows;
1. Risk from the internal competitions-The new performance management system will
have a direct impact on the performance of the individuals in the organization. There
will be a direct fight in between the employees regarding their performance and the
status of the job (Jiang & Gong, 2019). An employee performing well and getting a
better compensation and incentives package can be directly targeted by other
employees. The strong rivalry that forms in between the employees in such cases can
lead to personal issues and can also demotivate the employees in extreme situations.
2. Favouritism- The favouritism in some case can be a cause of severe problem. The
presence of the rating system is a cause of extreme problem for the management as
because some of the managers and supervisors who are in charge of the rating system
can mutualize their power and favour an employee of their personal choice for a
higher rating (Mai & Hoque, 2017).
3. Time required and rising expenses- The training needed to be given to the employees
before the implementation of the performance development plan will consume both
time and expenses that is seriously a major disadvantage for the company (Mai &
Hoque, 2017).

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References and Bibliography
Epstein, M. J., Verbeeten, F., & Widener, S. K. (2016). Performance measurement and
management control: contemporary issues. Emerald Group Publishing.
Hofstaedter, C. E., Canales III, R., Goziker, E., Simpkins, J. S., Garcia-Duarte, F., Renouard,
J., ... & Hoover, P. L. (2018). U.S. Patent No. 10,031,885. Washington, DC: U.S.
Patent and Trademark Office.
Jiang, Z., & Gong, X. (2019). Research on Issues of Budget Performance Management on the
Process of Budgeting by Game Theory. Journal of Financial Risk
Management, 8(04), 193.
Mai, X. T., & Hoque, Z. (2017). Behavioural issues in performance-management practices:
Current status and future research. In The Routledge Companion to Performance
Management and Control (pp. 207-235). Routledge.
Muntean, M. (2018). Business intelligence issues for sustainability
projects. Sustainability, 10(2), 335.
Sharma, N. P., Sharma, T., & Agarwal, M. N. (2016). Measuring employee perception of
performance management system effectiveness. Employee Relations.