Individual Research Portfolio: Performance Management Analysis

This portfolio provides an in-depth analysis of performance management and its applications within leadership, training, and talent management contexts, focusing on Nissan as a case study. It explores the operational fundamentals and relevant theoretical models associated with each management area. The research encompasses leadership styles, training methodologies, and talent management practices, offering recommendations for improvement. Specifically, it discusses Nissan's approach to leadership, emphasizing transformational and youth leadership, training programs, including global training centers, and talent management strategies, such as recruitment, performance management, learning and development, and retention. The portfolio concludes by highlighting the interconnectedness of these management areas and their impact on organizational performance, recommending further exploration of collective leadership styles and continuous employee development.

CW1 - Individual Research
Portfolio

TABLE OF CONTENTS
..........................................................................................................................................................1
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Leadership and Management......................................................................................................3
Training and Management..........................................................................................................4
Talent management.....................................................................................................................6
CONCLUSION................................................................................................................................8
REFERENCES..............................................................................................................................10

INTRODUCTION
Performance management tool is used to manage the corporate performance as well as helps the
manager to track or monitor the work of employee. In an organization, performance management
is used to manage the performance and its implementation on employee management to improve
their as well as organizational performance at the same time. This portfolio focuses upon the
performance management and its existence in the field of leadership, training and talent
management. Moreover, in this portfolio the research have been conducted to include different
model and recommendation to improve the performance in each management process.
MAIN BODY
Performance management includes the management strategy to improve performance of
employee and organization itself. This management process have few key elements to achieve
the management success such as monitoring, training, improvements, planning and reward
phenomena. Management process in Nissan focuses upon the dynamic capability of team
performance. Nissan is a Japanese multinational automobile manufacturer company and one of
the biggest electric car manufacturer in the world. The company is selling the vehicles under the
brand name as Nissan, Datsun and Infinite. The role of performance management in Nissan have
huge impact on three areas of management defined as Leadership and Management, training and
development, talent management.
Leadership and Management
Leadership and Management includes the entity set that are used to accomplish or set the goal.
Management of leadership skill refereed as the influencing, motivational ability in the favor of
contribution towards the organizational success whereas management focuses upon the
managing the progress within the task to achieve the goal(Singgih, E.,and et. al., 2020). In
Nissan, leadership and management played an important role for its sustainable existence in the
market.
 Operational fundamental of leadership and management: In Nissan, the area of
leadership and management organizes the procedure of designs, and executes the supply
chain strategies to maximize the production process. With the help of effective leadership

management, sustainability risk can be minimized and the company tends to respond
effectively even within the demand fluctuations or recessions as well.
 Relevant theoretical model of leadership and management: The relative
transformational as well as the youth leadership practices are adopted by Nissan. The
CEO Of Nissan is a transformational leader, always pays attention towards the concern
and developmental areas. He always motivates the followers as well as the employees to
put out extra efforts towards the goal achievement. The management within Nissan
adopted the strategy including mix of demographic as well as the geographical
segmentation attributes to understand the behavior of different group of customers and
tries to fulfill their needs to improve the market performance of the company.
 Recommandation : For the better and progressive growth of the organization, Company
should adopt some more practices regardless of sticking with the one style (Adler, N.J.
and Laasch, O., 2020). The management of the Nissan should focus more on the
collective style leadership that can help the employees to shares their point of view with
one another. This may increase the skills and knowledge of employees and will guide
them throughout their difficulties within the group.
Different types of leadership skills helps the organization to improve the performance. The
performance management keeps evaluating the new leadership skills leader is adopting
(Samosudova, N.V., 2017). The respective skill Nissan is adopting is transformational and youth
leadership, these skills enhances the role and skill of the employees. This skill development
among the employees leads them towards the progressive production and that helps the company
in positive progressive manner. This progress management leads the organization in the state of
sustainable brand.
Training and Management
Management training is an activity that totally focuses upon the improvement in the skill of
individual employee from the prospective of a leader and manager. In this management style ,
the leader or the management emphasizes upon the soft skill such as empathy or communication
with gestures (Noe, R.A. and Kodwani, A.D., 2018.). These management practices enables the
team to work in a better environment with more progressive attitude. In Nissan. Management
focuses upon the proper training of the employees to meet the requirement of the quality

production. They focus upon the technical as well as the soft training skills of the employees so
that the employees can understand the demand of the customers more casually and can fulfill
their desires in the productive manner.
 Operational fundamental of training and management:Employee training and
management is one of the crucial element of management system (Oduor, O.G. and
Otuya, R.W., 2017). Operational fundamentals of training management includes few
basic strategies such as designing learning solutions for tasks, excellency in process,
reinforcing good behavior, time management for the performance management, enabling
the technologies for the better performance within the industry (Decman, J.M., and et.al.,
2018). These basic element are very helpful for Nissan, as with the proper training only
employees can perform better and overall performance of the company increases.
 Relevant theoretical model of training and management: The unique and special
accelerated developmental strategies practices are adopted by Nissan. Nissan motor
company has initiated to open up the global training center and the 'state of the art'
facilities also have been started to provide proper training to the employees. For the
quality manufacturing and production assurance, the new training facilities are
conducting trainer program and that how Nissan is achieving growth in industry,
Moreover by this way performance management of company is taking it to the boom.
 Recommendation : The more interaction with the employee results in the terms of
progress as well as the better training of the staff. On doing a match with different
learning options, the managers can lead the organization towards the accessible as well as
the flexible department for the employees. One of the important training aspect is the
cross departmental training, on inducing this training program the management system
can be more convenient to the employees. A proper audit on the performance of the
employee also can be added to enhance the skill level of the employee and these practice
can have extra benefit in the term of training program improvement.
Training management is also had a very important relationship with the performance
management of the company (SRIDHAR, K.K., 2020). Training of the employees lead them
towards a better future as well offers the employees a framework to do their job duties and task
properly. A proper training is the base of proper production of the organization and with that the
progress of the organization gets better.

Talent management
Talent management is the practice of management that uses the strategy such as the attraction to
the company, selection of the talented employees then if the employees are not up to the mark
from the performance point of view then to retain them. This management process is the
complex pert of management that includes combination of HR practices throughout the life cycle
of employee (Berger, L.A., 2020.). In Nissan, the management composites of the workforce
planning, engagement of the employees within the organization, learning and development of the
employees done in the manner to improve their performance as well as their skill development.
Management further evaluate the performance of the employees by onbording, work succession
as well as the retention among the performance. These management practices enables the team
to work in a better environment with more progressive attitude. Operational fundamental of Talent management: In Nissan, management team focuses
upon four factors of the talent management. The all four parts are recruitment,
performance management, learning and development and then the retention technique.
The fundamentals of the talent management totally depends upon identifying the gaps of
talent, position that are vacant, suitable candidate onbording, expertise training, effective
engagement within the process, motivating as well as retention to achieve the business
goals for the long terms.
There are four pillars of Nissan have been states here to be studies under the section of
fundamentals of the talent management. First pillar is about the recruitment, under this section
the talent should be exist under the management of Nissan. The respective company is works in
the industry to attract the talented people under the organization. These talented people are
converted ion the employees of the companionship strategy is very useful among the workforce
maintenance of the management.
-On the second parameter, performance management is the second criteria to be passed on.
Talent within the Nissan is being perform at the high standard and includes the way in which the
HR management measures and improves the overall performance of the company as well as the
employee.
- The third pillar of Nissan talent management team is to learning and development. In this
section, ongoing training of the employee and the learning during the lifecycle of employee had

been included. It completely allows the workers of Nissan to fine tune and development further
with the critical skills that are required to meet the performance goal of the company,.
-The last stage is retention. In this stage, Nissan management tries to keep the perfromance high
on the basis of performance talent within the organization. The talent should stay longer as
possible as it can . This strategy have positive effect on the Nissan. This also leads the company
towards a better productivity and the successful completion of the goal company has decided.
 Relevant theoretical model of Talent management: The model implemented by
organizational management, to identify the talent among the employee comes under this
category (Pandita, D. and Ray, S., 2018). According to the Nissan, Six sigma technique is
being used by the organization to run the talent management practices within this
competitive environment. Six sigma certification is a standard certification to those
employees who had the excellent standard skill set categorized among knowledge of six
sigma bodies. These certifications have lots of advantages for the employees such as it
indicates the proficiency within the subject matter, increase the chances of the promotion
within the organization as well as it increase the attractiveness to other employers.
 Recommendation : The management should adopt the attributes like reconsideration or
the retraining of the employees. As the talent management do clear the employee in the
form of retention when they are not that productive to clear out the wastage, many of
employees are skilled among these employees. As the employees were not productive
enough, but they are skilled so the required training can be done to grooming their
productiveness for the sake of employee. By adopting a few more practices in between
the behavior and skill, the system can be better and the management can be more precise.
These management practices enables the team to work in a better environment with more
progressive attitude.
The performance management have a very strong relationship with the talent management. The
quality performance can be achieved with the talent management skills (Jayaraman, S., Talib, P.
and Khan, A.F., 2018). After implementing the talent skills the growth as well as the
performance of employees became better and that increment results in the growth of the
organization. The technique adopted by the Nissan helps the employees to grab a better
opportunity as an example after the talent management process when the employee gets a
certification of expertise he can apply the promotion as well. For the internal as well as the

external performance growth of the organization these techniques have been proved as a
milestone.
CONCLUSION
From the above study, this report focuses upon the areas of the management. The leadership and
management relationship operational fundamentals are evaluated and studies in this section. The
relevant theories and studies also have been studied in the report. Recommendation to improve
the leadership and management have been added to have a clear idea about the throughout
process within the portfolio of Nissan. Moreover, the training and development of the Nissan
have been discussed in the context of theoretical model as well as the recommendation section to
understand and complete study of management model within the Nissan. Furthermore, the Talent
management have been studies to understand the management relationship of Nissan with the
employees as well as with the other industries.

REFERENCES
Books and Journals:
Singgih, E.,and et. al., 2020., The Role of Job Satisfaction in the Relationship between
Transformational Leadership, Knowledge Management, Work Environment and
Performance. Solid State Technology. 63(2s).
Decman, J.M., and et.al., 2018., Organizational leadership through management: Superintendent
perceptions. Educational Management Administration & Leadership. 46(6).
pp.997-1013.
Samosudova, N.V., 2017., Modern leadership and management methods for development
organizations. In MATEC Web of Conferences (Vol. 106, p. 08062). EDP Sciences.
Adler, N.J. and Laasch, O., 2020., Responsible leadership and management: Key distinctions
and shared concerns. In Research Handbook of Responsible Management. Edward
Elgar Publishing.
Noe, R.A. and Kodwani, A.D., 2018., Employee training and development, 7e. McGraw-Hill
Education.
SRIDHAR, K.K., 2020., A STUDY ON IMPACT OF TRAINING AND DEVELOPMENT
PROGRAM OF AN ORGANIZATION: A CONCEPTUAL STUDY.
Oduor, O.G. and Otuya, R.W., 2017., Strategic training and development and organization
performance-A critical analysis. Int. J. of Multidisciplinary and Current
research.5.
Berger, L.A., 2020., Talent Management: Handbook. MGH.
Pandita, D. and Ray, S., 2018., Talent management and employee engagement–a meta-analysis
of their impact on talent retention. Industrial and Commercial Training.
Jayaraman, S., Talib, P. and Khan, A.F., 2018., Integrated talent management scale:
Construction and initial validation. Sage Open. 8(3). p.2158244018780965.