Throughout This Essay, I Am Going To Investigate Using

Performance management system makes a clear link between the performance and compensation, and allows the employees to understand the areas which need to be improved and directs them to appropriate training opportunities to enable improvement in performance to take place. Joseph Martocchio says, “Work with line managers to design the performance appraisal plan which best fits the specific duties and responsibilities of particular roles” (Martocchio, 2011). Compensation and reward decisions are likely to be arbitrary in the absence of a good performance management system. In short, performance management is a key component of talent management in organizations. It allows assessing the current talent and making predictions

The human resources department plays a crucial role in the hiring process. The human resources department is responsible for ensuring that a company’s hiring practices are consistent with the company’s current and future needs (Marques, 2006). Line managers typically have an adequate understanding of a company’s current needs, but line managers may be so busy

In organisations with high levels of engagement, line managers play a key role in enhancing job engagement, with the support of organisational initiatives. Typical leadership qualities promote:

An effective performance management procedure enables line managers to evaluate and measure individual performance and therefore optimize productivity by aligning their goals with business objectives. Many of the practices that support performance improvement also impact positively on job satisfaction, retention and loyalty of our employees.

Appraisals are carried out on an annual basis and actively involve employees understanding of what is expected of them. By setting agreed objectives with your line manager and then reviewing the results at an agreed later time, the staff member is made responsible for their own performance. Appraisal is an opportunity to review strengths and weaknesses, to take an overall assessment of work content, loads and volume and to look back on what has been achieved already and to set realistic goals and objectives for the following period.

HR and Line Managers work together to find a balance that best supports the business and employees. Line managers are dependent on the HR function for assistance in knowledge sharing and facilitation.

Human Resources Manager is responsible for the implementation of research and training, communication as well as arranging orientation and inductions. As well as updating legislation and safety practices utilized by the company.

The person in charge of human resources would be responsible for the recruitment side of the business such as advertising for a post, be part of the interview and selection process, be part of the induction process. The HR manager would be responsible or making sure they’re up to date with all the most recent employment law legislation and ensuring people know about the changes. The HR manger would also be responsible for wages, finance and pensions in accordance with company policies.

Performance management is the process through which managers ensure that employee’s activities and outputs contribute to the organization’s goal (Gerhart, Hollenbeck, Noe, & Wright, 2009). Effective performance management can tell top performers that they are they are valued and encourage communication between managers and their employees (Gerhart, et, el). This process also establish consist standards for evaluating employees and help the organization identify its strongest and weakest employees. The performance process have six steps to show how an organization accomplish its goals. Steps one and two involve knowing what and how the company ‘s strategy to reach its goals. The third step consist of the organization training its employees and engageing in on-going feedback between the employees and managers. The fourth step involes the manager and employee on knowing if the goals are reached are they getting the results that are set out for. Finally, the last goal will be for the manager to identify what the employee can do to capitalize on performance strengths and address weaknesses. The effective performance management techniques for the CEO and average workers are that one task are bigger that the other. The CEO have to make sure all the managers are meeting the performance measure where average workers have to only be concerned about their individual job duty. These are some of the

A manger is in a position of authority giving the employees, under their supervision, instructions of what to do and how to complete the job (Changing Minds, n.d.). Mangers focus on managing work. The formal style of authority can make them seem not a part of the team. Instead of allowing an employee to perform the task, they tell and encourage the employee to complete the task because they want results and by doing this, they try to avoid conflict. Managers do not want to take new adventures,

There are so many focuses or themes that I might construct on my individual paper on ‘Developing high performance working’. One of them is functions of performance management; this will include strategic, administrative and the developmental. According to (Baron and Armstrong, 1998 cited in Bloisi, 2007:254), they “emphasise and integrated nature of performance management”. The second one is the administrative function; several organisations nowadays use performance management to evaluate employees about their salaries, retentions, redundancies and individual performance. Lastly, the developmental function should enable managers to identify where employees are not performing well and how they can improve it. Additionally, I will be explaining the performance appraisal and how does it process. According to (Bloisi, 2007:259), performance appraisal is the “process of measuring and evaluating employees’ performance. It can be a useful tool for employee development”. Dealing with poor performance is another topic that I will include in my individual paper; managers have to identify employees with poor performance, so they can take an action on them. Lastly, I will include performance management and how managers can administrate performance within the

Clear performance goals make performance appraisal process much easier for both managers and staff members. They enable supervisors to focus directly on job performance rather than personality. If an individual is under performing it is more appropriate to give feedback in private to prevent embarrassment and demoralisation. Feedback on a team’s performance can be given to the whole team. Before negative feedback is given the manager should ensure that it is not the organisation or themselves who are at fault. Negative feedback should be given in a constructive way so that encourages development and can be learned from. When giving feedback it is better to start with a positive. Positive feedback is as important as negative feedback. Negative

HRM’s purpose is to ensure that success is achieved through its people, to retain and expand the customer profile whilst increasing and maximising profit. Organisations need HRM who know the business, can influence the culture, and make positive change, within an organisation (Ulrich, 1997). Line managers have a partnership with HR, so a full analysis of the external environment can be assessed. It is likely that where employee involvement practises are pursued, line management are aware of corporate strategy, including mission statement and values.

“Line managers report frustration that they are not able to devote sufficient time to HR issues, because operational tasks tend to dominate” (Whittaker & Marchington, 2003, p. 250). The pressure of operational tasks and the increasing HR responsibilities put excessive demands on line managers’ time and energy and might result in role overload for line managers (McConville, 2006). Sikora and Ferris cites Van der Zee et al. (2002) study examining the implementation of effective staffing practices, which found that line management time constraints prevented the adoption of proven candidate selection practices. While, Watson et al. (2007) found that heavy workloads and short-term job pressures were key obstacles to line management HR implementation Renwick (2003) found that these managers had a multitude of duties, and therefore, believed they lacked the time to do HR work well. In a related study, Cunningham and Hyman (1999) found that short-term job pressures were a significant barrier to managers’ HR practice use. Finally, work overload became an unintended consequence of increased line manager involvement in employee management programmes (Marchington,

Thus far we have looked at human resource, human resource management and some of its roles in the organization. It has been said that Human Resource Management can also be performed by line managers, but who are they. As mentioned above, line managers have a huge part to play within the organization, ensuring that their department conforms to