MANAGING HUMAN RESOURCES
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ID
Table of Contents
Introduction ..................................................................................................................................... 3
Definition of performance management models............................................................................. 3
Evaluation and Analysis of performance management models ...................................................... 3
Advantages and disadvantages of each performance management models................................ 7
Identify theories, best practices and approaches taken to manage and drive high levels of
performance successfully ................................................................................................................ 8
Outline the business approach to managing remote teams with role of line managers .................. 9
Legal, wellbeing and Health and Safety compliance considerations ............................................ 10
Example of practice from one named organisation that has prepared its business and staff for
home working ............................................................................................................................... 10
How they aim to manage the performance of their people and continue to achieve high levels of
organisational performance ........................................................................................................... 11
Conclusion .................................................................................................................................... 12
References ..................................................................................................................................... 13
Introduction
The essay will discuss the aspects of the performance management and its effect on the recent
remote working facilities adopted by the UK organisations due to Covid-19 pandemic. The
evaluation of the performance management with the critical analysis is done. The advantages and
disadvantages of the performance management are also discussed. The theoretical practice and
the models are identified with the focus on the best practice methodologies. Understanding these
models will help the organisations adopting performance management to and management highlevel performance successfully. The legal, health well being are also touched upon with the focus
on the role of the managers in the implementation of the performance management.
Definition of performance management models
Performance Management Model can be defined as the process that contributes to the efficient
management of team and individuals within organisational settings (DeNisi and Murphy, 2020).
Performance Management models can be applied to achieve greater level of the organisational
performance. Various performance management models are applied on the situational and
organisational basis aligning the workforce and the individual goals through the stimulation of
the employee performance. The Performance management models are applied utilising various
tools that involves shift from the segmented annual performance review to a regularised and
efficient feedback procedure. Various software programs known as performance management
system are utilised for ensuring the establishment of the performance management models
efficiently for the enhanced productivity within the organisation. The performance management
tools assure that the air and periodic review of the performance is executed thus justifying the
performance management model as a whole (DeNisi and Murphy, 2020).
Evaluation and Analysis of performance management models
The performance management model is popularly regarded as the Human Resource Technique.
This is however, a misconception. The performance management model can be applied by the
managers as well as the team members within the team. The team can self evaluate as well as be
evaluated by the mangers more efficiently than the Human Resource Management as the
manager are the immediate contact point of the employees with the organisational management.
The models of the performance management are specific in nature and can vary as per the
situational context.
Integrated Performance Management Model: According to Maddinsyah et al. (2020),
Integrated Performance Management Model can be defined as the dynamic approach to
measuring the performance of the employees within a fast-paced business organisational context.
The Integrated Performance Management refers to the tight collaboration or coupling of the
traditionally loosely integrated business activities that are associated with the strategic planning,
budgeting and forecasting, investment decision-making and performance management and
reporting. As a framework, IPM provides direction to the organisations to focus and create
assessment about the current capabilities and processes. It provides the guidance or building a
sustainable methodology of performing correct things in correct manner diving the alignment
and focus across the organisation. According to Maddinsyah et al. (2020), Integrated
Performance Management Model focuses on the improvisation of the three levels of
performances; Organisational Level, Process Level and Performer/Job Level.
Figure 1: Integrated Performance Management Model
(Source: Limited, 2021)
The above model, depicting the implementation of the Integrated Performance Management
Model in a dynamic organisational environment focuses on the strategic planning at the initial
stage of the starting the organisation. The strategic planning o the organisational performance
model involves creating the vision for the ideal performance and productivity level. Next
, the mapping of the performance metric is indicated on both individuals as well as the team
performance. The metrics are defined and aligned to the organisational goals. After strategic
planning, the second stage of the Integrated Performance Management Model involves utilising
the IT Systems such as the reporting apps, data management program and tools, system
integration, BI tools and so on for measuring the performance metrics in the meticulous manner
in an updated format. The third stage of the IPM is the measurement and reporting. It involves
preparing the report for the performance metrics such as budget conformance, performance
variance, strategic trending, analysis and metric reporting. The final step of IPM is the Human
Resource. The department of the human resource tallies the performance reports generated
through the previous three stages. According to Maddinsyah et al. (2020), function of this stage
involves skills and competency mapping, appraisals, goal settings, compensations, learning
programs and development planning is distributed to the employees as per their performance. For
instance, employees with satisfactory performance are provided with the appraisal. The
employees with the lesser performance are given the learning programs and developmental
training.
Performance Management Cycle Model: The performance management cycle model is more
inclusive an individualistic that has employee centric attitude in excelling
the performance of
the employees. The employee working in any organisation must go through the implementation
of the particular performance management model. The implementation of the performance
management cycle model facilitates in monitoring the progress, helping in the better
development of the employees with the scope for the formal evaluation. The performance
management cycle model also helps in the aligning the goals and priorities of the organisation.
Figure 2: Performance Management Cycle Model
(Source: Experience and Performance…, 2021)
The model was first proposed in the year 1954 by Peter Drucker in his book "The Practice of
Management"(Xu, 2020). The model was discussed under Management By Objectives portion
which proposed that the goals of the individuals must align with the organisational goals to
heighten the productivity. The performance management cycle model can be segregated into four
stages. Planning phase includes setting the goals and expectations o the employees. These are
highlighted in the job description itself and are pre planned by the organisation before hiring.
Post hiring, management can follow the best practice and involve the employees in the planning
process, which will help in making requisite adjustments and enhancement at the initial stage
itself. Monitoring phase can be defined as the stage where the goals are already set and the
management is constantly measuring the performance of the employees and providing the
feedback accordingly (Xu, 2020). The monitoring allows the manager to correct suboptimal
performance of employees instantly rather than waiting for the year-end to correct. Developing is
the key stage for improving the performances. The areas of the improvisations are identified by
the management. The training and development are arranged for providing the opportunity of the
personal and professional growth (Brandmeier et al., 2017). Rating and rewarding is the
inevitability that determines the benefit of the employees within the concerned organisation. This
is done primarily during the annual review of the performance. Employees who have subpar
performance constantly in spite of the development and the training may be regarded as the
unsuitable to continue with the organisation. On the other hand, employees with the superior
performances are rewarded as per their performance. The rewards primarily includes the
promotions, raise, appraisals, time offs, recognition entity and so on (Brandmeier et al., 2017).
Advantages and disadvantages of each performance management models
Integrated Performance Management Model
Advantages: According to Maddinsyah et al. (2020), integrated performance management takes
into account the structural requirements of an organisation that is necessary to implement the
performance management. It also assures that all criteria are met meticulously to implement the
regulated performance metrics within the larger and dynamic organisational setting. The
implementations of the Integrated Performance Management facilitate the healthier
communications among the management and the team.
Disadvantages: According to Maddinsyah et al. (2020), integrated performance management
and its implementations is possible only in large and dynamic organisation with complex d
departmental framework. In the smaller organisation, it is not possible to meet all the criteria. It
also costs more for the implementation and the integration.
Performance Management Cycle Model
Advantages: The performance management cycle model is one of uniform that can be
implemented in any organisational situation. The meticulous planning is employee centric
targeted at enhancing the development of the employee both from the professional and personal
aspect (Xu, 2020). The managing software for the performance metrics used in these models is
simple and easy to use. It gives employee much freedom in determining the aspect of the
performance and productivity through the close coordination (Brandmeier et al., 2017).
Disadvantages: The model can work in the smaller organisation that has smaller workforce. The
complex organisation with the segregated departments needs the greater integration and will
become inconvenience in the mere fourfold stages (Brandmeier et al., 2017).
Identify theories, best practices and approaches taken to manage and drive high levels of
performance successfully
The performance management provides good insights in to the aspect of the planning, executing,
reviewing, assessing and measuring the Human Resource Performance. The variable theories are
applied to manage the good practices within the folds of the successful high performance.
Social Cognitive Theory: The Social Cognitive Theory is a part of the high performance as it is
based on the individual observation. The Social Cognitive Theory depicts that the
communication, education and psychology are interrelated with one another and the individual
develops these aspects from the methodology of the social experiences and interactions outside
the usual medium (Schunk and DiBenedetto, 2020). It makes use of the tangible training
methodology to hone the performances of the employees. Organisations like HSBC is utilising
the methodology of the social cognitive theory to make use of the cognitive skills of the
employees developing them from the fresher to the highly performing assets. The cognitive
training and developments are utilised or the holistic personal and professional development
integrated with the organisational goals setting. The social cognitive theory has reported up to
increase in the efficiency of employees with one out of two employees favouring the professional
training and learning though the observation. Yet, this theory may become relevant only if the
employees are little bit experienced or have vague idea about the work process. It may not work
for the employees who are fresher and needs training that is more concentrated and development
(Schunk and DiBenedetto, 2020).
Goal Theory: Goal Theory is one o the approach and motivational aspect that amalgamates the
personal goal with the goals of the organisation. The goals are regarded as the intrinsic
motivational actor (Urdan and Kaplan, 2020). The relationship and the coordination between the
level of the performance, effort involved and the goal difficulty are immensely positive in
contributing to the intrinsic motivational action. It emphasise on training the employees
individually to make them suit able for
meeting the goal of the organisation. This gives the
employees the direction about the efforts they are required to put in and the return they are
entitled to once the goal is met. As a result, the employees, both fresher and experienced eels
motivated to achieve the target and obtain the rightful rewards (Urdan and Kaplan, 2020).
Outline the business approach to managing remote teams with role of line managers
According to Larson et al. (2020), over the last twenty years, organisations like IBM, Vodafone
are gradually moving towards the virtual workspace in gradual manner. The managers and the
organisational management as well as the team are learning to cope up with the changed
definition of the workspace. The trend has growing exponential manner with the emergence of
the Covid-19 pandemic. Organisations, where modest numbers of employee were working from
the home in shifting manner, now have switched entire staff to the remote working facility.
Global Workplace Analytics conducted survey on 3000 employees in UK, which revealed that
75% of those who were surveyed were working from the home for the first time (Burrell, 2020).
Both the employees and the managers were confused initially regarding the implementations of
the work from home facilities. According to Larson et al. (2020), sudden changes made it
difficult for the manger to implement the performance management system within the virtual
working space. Managers had to ensure that the employees are equipped with the reliable support
systems for conducting virtual work such as appropriate computer interfaces, stable internet
connection, remote access to firewall protected database., adaptability of the video conferencing
app like Zoom and Google Meet or participating in the impromptu meeting session, interactive
meeting, sustain the organisational culture and training sessions.
Managing a virtual team is much different than managing the traditional face-to-face work team
within the office environment. Some benefits of the working virtually from the remote location
such as saving time by not commuting to the office, better work life balance, increased access to
the suitable talent regardless the geographical location have been beneficial or both the line
managers as well the employees (Burrell, 2020). However, some unique challenge also arose
such as employee feeling low confidence level as they are not directly supervised by the leaders
and managers, los of the frequent informal communication, diminishing the corporate sense and
ethic has proved to be some major dent in the remote productivity. The manager and the business
organisations, therefore, deal with the employees who are frustrated during the quarantine with
the patience and empathy. Employees must be guided with the online software, programmes and
the work tools, which they are not familiar with utmost patience and empathetic nature (Burrell,
2020). Available resources must be utilised to establish the frequent communication to
understand if any employees are facing any inconveniences or difficulties. Sustenance of the
corporate culture through the perception of the leader worthiness must be practiced to understand
the implicit nature of the employees within the remote working facilities. The management must
remember that emote working location can work effectively if the communication with
individual employees is transparent.
Legal, wellbeing and Health and Safety compliance considerations
Despite of the work from home facility, employees must comply with the existing legal policies
and regulations that are made or the workplace ethics and safety. The employees are bound to
comply with the Employment and Labour Law 2021, UK, which has also added the provisions
for the worker who were working remotely due to the Covid-19 pandemic. Employees are
entitled to avail certain rights (Fahy et al., 2017). Employee cannot be terminated from any
organisation abruptly and must be served a week's notice per year or the service up to maximum
12 weeks. The national minimum wage of £8.72 per hour must be provided to the workers above
25 years. The maximum average working hours in spite of the working from home should not
exceed 48 hours per week. Right to Safety at Workplace is applicable to the employees who are
slowly entering to the on-site workplace. Employees are entitled to receive workplace ambiance
from the risk of dieses like Covid-19, dangerous conditions, toxic substances and other potential
safety hazards (Fahy et al., 2017).
Example of practice from one named organisation that has prepared its business and staff
for home working
In Vodafone UK, they have been maintaining their overall business organisations during the
Covid-19 lockdown, which has resulted in them increasing the number of employees working
from home during the Covid-19 lockdown period (Pandey and Pal, 2020). To implement this,
Vodafone UK has adopted various changes that have actively developed the business strategies,
especially the workforce management strategies, in a new direction. For example, the
dependency on automation has been increased, which have reduced the workload on the
individual staffs working in Vodafone UK (Belzunegui-Eraso and Erro-Garcés, 2020). This is
done by incorporating automatic call handling systems, making the customer care service more
speedy and efficient. Furthermore, the level of manual control of a subscriber on his or her
account has been increased through the digital mobile application of Vodafone UK, which offers
a variety of options and setting to the consumer. These strategies have drastically reduced the
number of consumer requests, thus reducing the burden on the individual staffs (Bhale and Bedi,
2021). This allows the staffs to work from home without the extra burden from customer
complaints, thus increasing the overall work efficiency.
Another strategy that Vodafone UK has adopted is the optimisation of the infrastructure needed
for a single employee to carry out their daily operations. For example, the computer systems that
the individual employees have been upgraded to be minimalistic in size, and it is designed to be
used in wireless internet systems (Waizenegger et al., 2020). Furthermore, the information
exchange systems within the functional teams of Vodafone UK have been optimised throughout
their organisational structure, as the entire interaction between two and more employees in
Vodafone UK can now be carried out through the online portal of Vodafone UK (Pandey and
Pal, 2020). This has enhanced the overall business operations of Vodafone UK and has prepared
their entire business organisation to operate during the Covid-19 crisis by letting their staffs work
from home efficiently.
How they aim to manage the performance of their people and continue to achieve high
levels of organisational performance
The performance management operations carried out in Vodafone UK during this Covid-19
crisis have been designed while keeping the service quality and operational speed in mind. For
example, the performance of the employees of Vodafone UK working from home is monitored
in real-time through the online interface, as they have to update their work logbook in the online
portal of Vodafone UK in a fixed interval (Belzunegui-Eraso and Erro-Garcés, 2020).
Furthermore, the daily performance is assessed against the set benchmarks, and the employees
are given ratings against their performance each day. Finally, the average of this performance
rating is assessed for a period of 6 months, and the performance appraisal is carried out
accordingly (Vodafone UK, 2021). The rewards and incentives are given in terms of monetary
rewards and promotion. Furthermore, 3600 performance appraisal of each employee working
from home is also carried out by collecting the opinions of each of the other employees and
managers keeping online connectivity with that employee (Bhale and Bedi, 2021). This system
helps Vodafone UK to maintain a high level of performance in their workforce consistently, even
during the Covid-19 lockdown period. This allows Vodafone UK to maintain a high level of
organisational performance sustainably.
Conclusion
The essay concluded that remote working facility must be adopted by every organisational
management including Vodafone UK till the vaccination is not completed. The manager and the
business organisations, therefore, deal with the employees who are frustrated during the
quarantine with the patience and empathy. It emphasised on training the employees individually
to make them suit able for meeting the goal of the organisation. This gives the employees the
direction about the efforts they are required to put in and the return they are entitled to once the
goal is met. Various performance management models are applied on the situational and
organisational basis aligning the workforce and the individual goals through the stimulation of
the employee performance
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