(Helen/Gbike) Please followASSESSMENT CRITERIA and student want plagiarism report WRITING YOUR ASSIGNMENT: • This assignment must be completed individually. • You must use the Harvard referencing...

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(Helen/Gbike) Please followASSESSMENT CRITERIA and student want plagiarism report
WRITING YOUR ASSIGNMENT: • This assignment must be completed individually. • You must use the Harvard referencing system. • Your work must indicate the number of words you have used. Written assignments must not exceed the specified maximum number of words. When a written assignment is marked, the excessive use of words beyond the word limit is reflected in the academic judgement of the piece of work which results in a lower mark being awarded for the piece of work (regulation 6.74). • Assignment submissions are to be made anonymously. Do not write your name anywhere on your work. • Write your student ID number at the top of every page. • Where the assignment comprises more than one task, all tasks must be submitted in a single document. • You must number all pages. SUBMITTING YOUR ASSIGNMENT: In order to achieve full marks, you must submit your work before the deadline. Work that is submitted late – up to five working days after the published submission deadline - will be accepted and marked. However, the element of the module’s assessment to which the work contributes will be capped with a maximum mark of 40%. Work cannot be submitted if the period of 5 working days after the deadline has passed (unless there is an approved extension). Failure to submit within the relevant period will mean that you have failed the assessment. Requests for short-term extensions will only be considered in the case of illness or other cause considered valid by the iCentre Adviser. Please contact [email protected]. A request must normally be received and agreed by the iCentre Adviser in writing at least 24 hours prior to the deadline. See rules 6.56-6.65: http://web.anglia.ac.uk/anet/academic/public/academic_regs.pdf Mitigation: The deadline for submission of mitigation in relation to this assignment is no later than five working days after the submission date of this work. Please contact [email protected] See rules 6.103 – 6.132: http://web.anglia.ac.uk/anet/academic/public/academic_regs.pdf ASSIGNMENT QUESTION As an HR practitioner managing the employee performance cycle plays a key role. Although line managers and employees carry out the process, it is important for HR to ensure that management practices and methodologies are in place that will assist the organisation to meet companywide objectives. Write an essay in which you: Compare and contrast different types of performance management models and analyse the relative advantages and disadvantages of them for both employers and employees. You should present one clear example of practice to demonstrate how and what type of performance management methodologies, tools and techniques are being used to suit the unique organisational environment and how HR has prepared the business and its people to meet and adapt to new challenges. (Your core textbook, Hook and Jenkins, 2019, Ch.7, is your initial point of reference) You will be marked as follows: • Definition, evaluation, and analysis of performance management models, including advantages and disadvantages of each. (30 Marks) • Identify theories, best practices and approaches taken to manage and drive high levels of performance successfully and outline the business approach to managing remote teams. Including the role of line managers in performance management and any legal, wellbeing and Health and Safety compliance considerations. (40 Marks) • Example of practice from one named organisation that has prepared its business and staff for home working demonstrating your ability to review and outline what preparation and approaches have been taken, how they aim to manage the performance of their people and continue to achieve high levels of organisational performance. (20 Marks) • Use correct academic writing technique, including effective structure, grammar, spelling, use of in-text citations, and a full reference list, all of which should use the Harvard referencing convention. (10 Marks) ASSESSMENT CRITERIA To achieve success, the following is required: • Define and evaluate the standard expectations of each type of performance management model. You should use academic textbooks and papers, and industry-chartered institute platforms, such as, CIPD, CMI, Institute of Leadership and Management, to define the nature of these performance management models. Including the advantages and disadvantages of these models. • Define and explain how organisations use a mix of performance management tools and techniques to suit their unique organisational environment and how they maintain high levels of motivation and performance from their remote people and teams. • Give one example of actual practice by a named organisation, ensuring you cite sources, such as, companywide people practice, company annual reports, academic case-studies, etc to evidence your work. • The majority of work should demonstrate your own original thinking, with data, quotes, paraphrased opinions, and other evidence used where appropriate, to evidence and support your own, original debate. • This should be delivered in an essay format, consisting of a title page, your main body of work, and a reference list. There is no requirement for an executive summary, table of contents, or appendices. You must not use diagrams or tables as part of your answer. • Evidence should be used from appropriate sources, such as; your core text book, other HRM text books, academic papers and HRM journals, case-studies contained in academic works or on industry chartered institute platforms, such as CIPD, CMI, Institute of Leadership and Management, etc. • Students demonstrating higher level academic skills of analysis and evaluation, and sophisticated use of evidence/sources, will score in the higher grade ranges. • Referencing conventions and the credibility of sources is a vital aspect of academic writing. Students demonstrating a higher level of academic rigour in these areas will score in the higher grade-ranges.
Answered 20 days AfterFeb 19, 2021

Answer To: (Helen/Gbike) Please followASSESSMENT CRITERIA and student want plagiarism report WRITING YOUR...

Abhishek answered on Feb 27 2021
146 Votes
Student ID Number
MANAGING HUMAN RESOURCES
MOD003486
Table of Contents
Introduction    3
Performance Management Cycle    3
Types of Performance Management Models    4
Scientific Management Theory    4
Systems Management Theory    4
Contingency Management Theory    4
Theory X and Theory Y    5
Business Approaches to Manage Remote Teams    5
Approaches    6
Empirical or Case Approach    6
Interpersonal Behaviour Approach    6
Group Behaviour Approach    6
Operational Approach    6
Decision Theory Approach    6
Communication Centre Approach    6
Systems Approach    7
Mathematical Approach    7
Sociotechnical Systems Approach    7
Contingency Approach    7
Role of Line Managers    7
Performance Management    7
Legal Roles    7
Wellbeing    8
Health and Safety    8
Organisation Dealing with Performance Management during COVID-19    8
References    
13
Introduction
Performance Management is a set of activities that helps to ensure that the goals of the organisation are met. This management helps to monitor and evaluate the ways; the organisation works and its processes. It goes down to the ground level to evaluate the employee’s work. The management is done in order to ensure that people can perform to their full potential to produce a high level of work that ensures efficiency and effectiveness within the company.
This management is focused on the performance of the goals and the ways, in which the individuals need to act in order to ensure high performance. In this essay, the different types or models of performance management that are used in the workplaces are discussed. The advantages and the disadvantages of these models have also been illustrated and analysed in this essay. The different tools used and its implications have also been analysed in this essay.
Performance Management Cycle
Performance management is a cycle that every organisation goes through and it evaluates the employees and the goals that are set for the year. The monitoring of the progress is a key structure of the cycle. This monitoring ends in an evaluation and helps to understand how the performance occurred and if it may be improved. The four stages of the cycle are planning, monitoring, developing and rating as well as rewarding.
Phase 1
The first phase of the cycle is planning. This phase includes the standards that are going to put in place in order to ensure the goals are met. This includes the tasks that need to be done, employees and the expectations from them and what goals are meant to be achieved by them. In a study done by George et al. (2020), it is found that in order to increase satisfaction, increased fairness, usefulness and motivation is required. The cycle is quite instrumental to these qualities in the organisation. The plan is to establish SMART goals so that the goals can be understood and achieved by all the employees.
Phase 2
The second phase of the cycle is monitoring. This phase aims to assure that all the decisions made in the planning phase are being executed properly. This also helps the management understand whether the goals are on track and achievable or need to be re-evaluated. The monitoring helps the manager to be aware of the performance of an organisation at any given point of time and it is more about the goal that is to be achieved. This phase is a very impactful part of the cycle and if performed correctly, can ensure the success of this cycle and the organisation.
Phase 3
The third phase is development. This phase is the understanding of the ways to improve performance. The monitoring identifies what can be improved and this phase determines how they can improve. This includes training and provide resources in order to improve the performance of the employees and the organisation. This can help to encourage growth in both professional and personal spheres.
Phase 4
The fourth phase is rating and rewarding. The rating of performance is the process of giving value to the employees in performance management. This is done as a yearly or quarterly assessment in order to understand how employees can grow. Employees get a chance to grow through the help of this method. This phase acts as a yardstick for understanding as it determines whether the employees who are not performing according to the required standards need to be retained or helped and trained in order to improve.
Types of Performance Management Models
Scientific Management Theory
Scientific management theory was pioneered by Fredrick Taylor, one of the earliest theorists of management. Taylor realised that money was the best possible incentive for an employee. This gave rise to the concept of fair day’s work that evolved into teamwork enjoyed by people worldwide until today. Therefore, in this case, the monetary motivation for the employees has been one of the greatest advantages of the model. However, the employees that believe in other perspectives apart from monetary motivation cannot be sustained through this model.
Systems Management Theory
This theory proposes that business consists of several elements similar to the human body (Aguinis, 2019). They work in a harmonious way thus helping larger systems to function properly. In this model, the overall levels of employee physical wellbeing are taken into account to ensure that the employees does not face any physical issues while performing in the company workplace. One of the major disadvantages of this model is that the other forms of motivation including the positioning of incentives are not included.
Contingency Management Theory
The contingency theory identifies three variables crucial for the working of an organisation (Edewor, 2017). Size, technology and style of leadership affect the structure of an organisation greatly. In other words, the type of leadership expressed by the leaders play the most important role in this context. As an outcome of this, the major advantage faced by the employee is the provision of training, leaderships and motivation. However, the types of leaderships are sometimes unethical and not competent to meet the diverse workplace, which has been one of the disadvantages of the model.
Theory X and Theory Y
Theory X deals with pessimistic views of employees and Theory Y deals with optimistic views. Management theories are concepts including guidelines and frameworks that are implemented in modern organisations. Professionals nowadays do not rely on any single theory of management. Therefore, the major advantage of the model is that the views of the employees are a part of the management. However, if the views of the employees are not sustainable, the company faces significant problems in managing the business and is therefore a major disadvantage of the model.
Performance Management Programmes Implemented by Organisations
Align with Missions and Goals
The first programme is aligning employees’ activities with the company’s mission and goals. In order to make the employees aware of the process of achieving the goals of the organisation, they must understand why it must be done and what is the reason behind the activities. A fixed plan helps employees to understand what they can do to contribute to the success.
Job Performance Outcome Evaluation
The second programme is developing specific job performance outcomes. This is an evaluation of the job of the employee to understand what the job is required to do in the organisation and how the job in specific works to contribute to the goals (Franco‐Santos and Otley, 2018). It also understands how clients, colleagues and supervisors are affected by the job. It is important for the employee to know his/her job role properly.
Programme Re-evaluation
The third one is to meet regularly and re-evaluate the programme. This constant re-evaluation helps the company to understand how the managers and employees can keep improving. This process also leads to management and employees to collaborate and understand how the organisation can be improved through the employee’s improvement as well. This aspect ties in with the first point of aligning...
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