Performance Management and Rewards: Company Analysis Report

This report analyzes the performance management and rewards system implemented by a company called Windows and Blinds. The company, with a turnover of approximately £25 million, utilizes a performance management system for its sales and marketing divisions. The report outlines the current system, which involves one-to-one meetings, appraisal meetings, and a three-tiered reward structure including bonuses and commissions. The analysis reveals the shortcomings of the current system, such as complexity leading to ineffective monitoring and potential for poor performance to go unnoticed. The report recommends a simplified system with clear incentives and penalties to improve performance and ensure employees are aligned with company objectives. The report concludes by emphasizing the importance of an effective management system to align employee activities with set objectives.

Running head: PERFORMANCE MANAGEMENT AND REWARDS
Performance Management And Rewards
Name of the Student
Name of the University
Author Note

1PERFORMANCE MANAGEMENT AND REWARDS
Slide 1
Windows and Blinds is a company based in UK, having a turnover of approximately 25
million per year and achieving substantial levels in profit.
Slide 2
One-third employees work in the Sales and Marketing Divisions and are bound by
Performance Management and Rewards System, in which they get the desired training.
Slide 3
One-to-one meetings are held every three months between the managers and staff to
monitor and record evidences of performance against the objectives. Appraisal meetings are held
annually where information collected through one-to-ones are gathered.
Slide 4
3 parallel reward schemes are followed for the sales teams. Achievement of objectives
helps employees to earn bonuses up to 10% of their basic salaries and commissions for hitting or
exceeding targets.
Slide 5
Achieving or going beyond the targets specified for unit sales, yields commission. Due to
the complex system, Sales Managers might not predict the outcomes of performances
effectively. No firm grip over PMRS, thus monitoring gets distorted.
Slide 6
Employees tend to get away with poor performances due to lack of proper monitoring.
Ordinary results with PMRS of 6. Sales people don’t achieve targets, with no star performers
Slide 7 (Recommendations)
One single scheme must be introduced for better management. Performance measurement
will be combined with incentives, bonuses and commissions. Rewards would be clearly stated.
Weak employees would be subject to remedial measures or disciplinary actions.
Slide 8 (Conclusion)
An effective management system is essential to monitor that the progress and activities of
the employees are in tune with the set objectives.

2PERFORMANCE MANAGEMENT AND REWARDS
References
Aguinis, H., Gottfredson, R.K. and Joo, H., 2012. Using performance management to win the
talent war. Business Horizons, 55(6), pp.609-616.
Bach, S., 2012. Performance management. Managing Human Resources: Human Resource
Management in Transition, pp.219-242.
De Waal, A., 2013. Strategic Performance Management: A managerial and behavioral
approach. Palgrave Macmillan.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns,
R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing Employee Performance &
Reward: Concepts, Practices, Strategies. Cambridge University Press.