Management Report: Performance Management in High-Performance Work

This report delves into the intricacies of performance management within high-performance working organizations (HPWOs). It meticulously outlines the four key stages of the performance management cycle: planning, monitoring, reviewing, and rewarding, emphasizing the critical role of the reviewing stage in adapting to rapid changes. The report explores how reviewing and rewarding are instrumental in aligning employee goals with organizational objectives, highlighting the importance of building trust, enthusiasm, and commitment within the workforce. It examines strategies for fostering a high-performance culture, including the use of organizational knowledge and legacy, and the engagement of employees in shared visions. Additionally, the report discusses the role of performance reviews for both organizational and legal purposes, and provides insights into concrete ways to cultivate trust, enthusiasm, and commitment to support and sustain a high-performance culture. The assignment provides a comprehensive overview of management practices, and the student has used relevant references to back their claims.

Running head: MANAGEMENT
High Performance working organizations
Name of the student
Name of the university
Author Note:

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Q1. The main stages of the performance management cycle and the role of development
and performance reviews
Describe each of the four stages of the performance management cycle in a high-
performance working organization (HPWO) as shown in the diagram:
1. Planning
2. Monitoring
3. Reviewing
4. Rewarding
The above- mentioned diagram
gives us an idea about the steps of the performance cycle management. In the case of HPWS,
the step of reviewing plays a crucial role because this is the step where they need to
implement certain changes at a quick pace.
The four stages of the performance management cycle in a high performance working
organization are as follows;
1. Planning- Planning is termed as the initial or the beginning stage of the performance
management cycle. The creation of an overall strategic planning is essential for the
proper management of the business. Thus the supervisors of the business formulates a
proper plan in order to ensure the success of the business.
2. Monitoring- The monitoring stage is the second stage of the business operations. The
monitoring of the employees helps the management to keep a tab on the proper
performance of the employees.

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3. Reviewing- The reviewing is the third stage of the performance management cycle.
The review stage involves the analysis of the different kinds of the goals and the
standards of the business that are met by the organization.
4. Rewarding- rewarding of the employees will involve the recognition of the
employees of the business according to their implementation of the skills. The
rewarding of the employees can help them to perform in a much better manner.
Reviewing and rewarding as a tool for connecting between employee and organizational
goals
It is a common practice to reward an individual on achieving personal goals and
punish in the case when he is not able to do so. However, this algorithm between an
employee and HPWS become a little more sophisticated in the case of HPWO (Garcia, 2013).
The Human Resource management team can manage this exercise by coming up with the
right kind of boosters to support the dipping morals of the employees. They can come up with
various types of recreational programs to break the monotony of the life of such employees. It
also means that HR machinery should come up with a culture to improve an employee rather
than punishing him or her (Pyrillis, 2013).
The role of the performance reviews for organizational and legal purposes
A regular performance review can allow the managers to maintain a profile of the
employees working capabilities (Berg et al, 2012). This can also help them in preparing the
lists for the promotions and handpick some leaders from the group. Two types of reviews can
be facilitated; first, we can go for a review written by the supervisor or the reporting officer
of the unit. The second review can be termed as the peer-to-peer review. This type of review
can help a manager in checking the "team building based capabilities" of an employee
(Boblin et al, 2013).
A special type of performance reviews can be facilitated to support the legal procedures as
well. In general, these reviews are applicable only in the cases of exception when we see
them from the point of view of internal matters of an organization (Bekhet et al, 2012).
Performance reviews can also be utilized for the purpose of the reporting when an
organization reports the facts and figure to the higher authorities and regulatory bodies
(Bourne, 2014).

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Q2. Include concrete ways in which trust, enthusiasm and commitment can be built.
Building trust, enthusiasm and commitment are the ways to support and sustain a high-
performance culture.
Trust
Trust building exercises and confidence-building measures should be introduced as a
custom in the pipelines of the organizational processes. Trust should become a habit of the
employees, as it is the primary factor behind the setup of an HPWO (Argyris, 2010).
Enthusiasm and commitment
Monitory rewards in return with the good services can only ensure a commitment of
the worker because it gives them a sense of safety and worthiness. However, in order to gain
enthusiasm from the performance of an employee, any HPWO should come up with some
value-added rewards or the proposals. There is no harm in adding these rewards in the
wellbeing of an employee as well (Meyers et al., 2013)
Supporting and enablement of a high-performance culture
Companies like Ford and Google often benchmark the present success of their teams
with the past achievements of the company. They often try to come up with a comparison to
motivate the new employees with a distinctive kind of organizational culture (Miroshnik et
al., 2011).
This concept is also known as the concept of organizational knowledge or the
organizational legacy as well. Picking up the best examples from the past and presenting
them as the tacit knowledge to design the success for the future can act as a great tool to
imbibe and nourish a high-performance culture.

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According to, Maletič et al. (2017) the presence of a proper trust, enthusiasm and
commitment can help in the success of the business. Some of the major ways to build an
enthusiastic and able team are as follows;
a. The engagement of the whole organization in a shared vision, mission and values can
be provided to formulate direction, understanding and alignment of the organization.
b. Training the employees with the proper and effective skills of communication and
knowledge and also helping them to gain the confidence needed to deliver the best
results.
c. It is important for the management to ensure that the employees stay consistent and
focused in their performance. Constant training and honesty is needed for success.

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References
Hammer, M., 2015. What is business process management?. In Handbook on business
process management 1 (pp. 3-16). Springer, Berlin, Heidelberg.
Maletič, D., Maletič, M., Al-Najjar, B. and Gomišček, B., 2017. Asset life cycle
management: towards improving operational performance. In 20th QMOD-ICQSS
Conference 2017 (pp. 1-7). Lund University Library Press.