1. HRP2730 Welcome to week 4

2. JOURNAL WRITING  How did it go?

3. TODAYS OBJECTIVES  Review TESCO Case study and discuss questions pertaining to the case.  Impact of technology on HRM.  Performance management  Performance management - review and discuss case  Formal appraisal  Journal entries

4. PERFORMANCE MANAGEMENT  Performance management (PM) includes activities that ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.  Studies have identifies a strong link between performance management systems (set f integrated management practices)and an organizations success. These studies demonstrate that “what gets measure, gets done” and that ongoing feedback to the employees is critical to achieving goals

5. PURPOSE FOR MANAGING PERFORMANCE  Compensation purposes – most employees believe their pay is the major outcome of performance review. It can be anything from an increase in salary to some other type of incentive - all with the intention of motivating employees.  Administrative purposes – promotion, transfer and layoff decisions.  Measurement of performance – overall success of organization. How well did employees perform in compared to established goals  Developmental purposes – provides feedback for discussing strengths and areas for improvement.

6. WHO SHOULD PROVIDE PERFORMANCE INFORMATION  Manager/supervisor  Self-review  Subordinate appraisal  Peer review  Team review  Customer input

7. HOME VS. HOST COUNTRIES REVIEWS  It can be difficult for home countries to assess the performance of employees working abroad. Performance assessment with a North American management style can cause problems in other countries – superiors may have different expectations for what constitutes good performance.  Geographical distances can create communication problems.  Local cultures can may influence ones perception of how well an individual is performing  If performance is not successful, careful attention needs to be paid to the local environment before terminating employees. In some cases, such as China, there,are restrictions to when workers can be terminated.

8. CASE STUDY  This case study describes a common situation where a newly appointed manager needs to be set performance management objectives by his line manager. As is frequently the case, there are probably too many items to go into the suite of objectives for the year, so the manager will have to exercise some discretion over what goes in and what stays out. Also there are probably a couple of items that just need to get sorted out rather than captured in a formal appraisal paperwork. Or is this not the right approach? Surely not all of the objectives can have timescales attached? Or can they?

9. BENEFITS OF APPRAISAL Perhaps the most significant benefit of appraisal is that, in the rush and bustle of daily working life, it offers a rare chance for a supervisor and subordinate to have "time out" for a one-on-one discussion of important work issues that might not otherwise be addressed.  Almost universally, where performance appraisal is conducted properly, both supervisors and subordinates have reported the experience as beneficial and positive. Appraisal offers a valuable opportunity to focus on work activities and goals, to identify and correct existing problems, and to encourage better future performance. Thus the performance of the whole organization is enhanced.  For many employees, an "official" appraisal interview may be the only time they get to have exclusive, uninterrupted access to their supervisor. Said one employee of a large organization after his first formal performance appraisal, "In twenty years of work, that's the first time anyone has ever bothered to sit down and tell me how I'm doing."  The value of this intense and purposeful interaction between a supervisors and subordinate should not be underestimated.