Performance Management Process

Part A

1. Analyse the concept of “High-Performance Working” (HPW)

High-Performance Working (HPW) deals with the developmental practices of an organization to improve its working capacity by selecting, hiring, developing, and retaining high-performing personnel. With the help of HPW, organizations in the United Kingdom tried to improve their performance management process. Performance management communicates with managers and employees who worked together to monitor the performance and contribution of the employees towards the organization according to the planning (Wibowo et al. 2021). HPW helps to increase productivity by concentrating on high employee involvement, the practices of human resources, and rewards and commitment practices. High performance is influenced by planning, cultivation, and accountability to increase the effectiveness and efficiency of the employee's performance.

2. Key components of “High-Performance Working” (HPW)

HPW ensures employee security, selective hiring, conducting decision-making and compensation, training, reducing status barriers, and sharing key information. The key components of HPW help to develop a better employee attitude. HPW includes different perspectives on the range of processes, practices, or systems to perform best practices.

The process of hiring employees in the organization and training the employees with proper knowledge about the objectivity of the business, and sharing the key information to increase productivity influence the HPW. The hiring contract with the employees with adequate remuneration increase the interest of the employees to perform well. Psychological well-being in the working environment helps to practice satisfactory work which leads to high performance and engagement of the employees (Ordin et al. 2020). The human resource management (HRM) system played a crucial role to carry out best practices inside the organization. HR of the company identifies the internal and external issues and tries to resolve them which increases the performance rate at a particular time. The HR of the organization motivates and encourages the employees continuously which helps to create confidence among the employees. As a result, employees get confidence and interest in their work and express their potential creativity by applying their skills and knowledge. Identifying vacancies and conducting the hiring process is also a concern of the HRs. This system of HRM reflected on the HPW of the organization as the working capacity of the hired employees makes an impact on the productivity of the organization. Decision-making is a vital component as it assures the positive and negative effects related to the productivity of the company followed by the employee's performance, responsibilities, and behaviours towards the organizational work.

The high performance of working is related to the well-developed strategic planning of the HRM in an organization. The organization should reduce the status barrier by eliminating wage inequality and using symbols such as dresses, languages, and so on which helps to increase the performance level of the employees. The promotion and rewarding strategies help to develop internal competition among the employees of the organization which leads to the delivery of the best performance as per their capacity which directly affected the profit of the company. The sharing of financial, strategic, and performance information with the employees helps to increase trust and develop their awareness to achieve the organization's success followed by the expansion of the business.

3. Identification of barriers to implementing HPW in organizations

HPW teams play an important role to increase the productivity of an organization. Therefore, the major barrier to implementing HPW in an organization is a lack of trust (Oetzel et al. 2022). Mutual trust, confidence, open communication, and a collaborative approach work together to build up the structure of HPW implementation.

Issues in finding solutions to problems: The team members of the HPW sometimes failed to identify the proper issues or conflicts and were unable to provide quick resolutions. It creates barriers among the team members and results in a lack of productivity and poor performance.

Lack of trust and relationship problem: Lack of trust and confidence among the team members fail to serve the same purpose of the work. It affected the group work which affected team efficiency, productivity, quality, and probability. Individual well-being over the organization's objectives affected the team's success. Poor interpersonal relationship among the members of the teams creates challenges and threat.

Leadership problem and ambiguity role: The absence of efficient and skilled leaders creates barriers to implementing HPW. Without eligible leaders, the team failed to establish high performance with the proper framework due to a lack of motivation and guidance. The absence of skilled workers influences role ambiguity due to the lack of a clear explanation of work. Lacking clarity on the performance role among the team members affected the implementation of performance. The conflict arises as a result of the absence of the role.

Poor core values and missing feedback framework: Core values are pre-defined salient principles and guiding frameworks that influence the team member's behaviour. The poor or absence of core values failed the management system's performance, and appraisals, and affected organizational policies. Feedback helps to improve the working performance and try to overcome limitations by avoiding mistakes in the future. The absence of a feedback framework causes the failure to provide optimal results and better performance with effective solutions.

Incentive structure and inefficient design of Performance Management System: The absence of a proper intensive structure and poorly designed implementing metrics plan develop barriers to implementing the HPW in an organization. It gives rise to internal conflicts among the team members and affected the working quality.

Politics and poor communication: The implementation of HPW suffered from internal politics and unfair decisions. It affected the high performance of the teams and creates pressure on the employees. Lack of communication between the team members of the organization results in the fulfilment of business objectives. It affected product quality, manufacturing processes, and overall efficiency.

4. Evaluation of the link between HPW and employee well-being

HPW increases the value sense, worth, and security of employees by increasing job engagement and decreasing burnout along with job strains. HPW motivates and encourages the performance and behaviours of the employees of the organization which leads to improving their well-being of them. Better performance followed by increasing interest in the work and self-satisfaction results in the effectiveness of the HPW system. It helps the employees to manage their time in both family and workplace. Moreover, it allows employees to learn more skills and knowledge about the work and business objectives of the organizations (Bakker et al. 2019). It provides more job resources that develop their personal control and work efficiency along with managing capacity. HPW helps to create a better working environment which increases self-esteem, self-efficiency, and psychological satisfaction. Employee's well-being relates to the fulfilment of the employee's demand which influences the HPW. They helps to improve the productivity and efficiency of the business by improving the behaviour and engagement of the employees in the organization. Well-trained, happy, and motivated employees always give their best performance and work hard which increases the productivity of an organization. The organization benefitted from these strategies and successfully achieved its business goal.

5. Evaluation of the link between HPW and competitive advantage

HPW gives the employees of the organization proper training, safe environments, well management system, and competitive compensation followed by organizational identification and productivity which results in long-term sustainable competitive advantages. It breaks the previous hierarchical models to increase the advantages of competitiveness of the organization. High-level organizational learning caused due to the high-performance working system (Mahdi et al. 2019). HPW ensures the efficiencies of the Human resource (HR) practices related to competing with other companies. The increased effectiveness and efficiencies of HPW help the organization achieve its business goals with the help of its employees. Increased productivity and better performance of the employees help in to manufacture of a better-quality product with a higher quantity which gave the organization competitive advantages. Employee performance and working capabilities create the link between HPW and the competitive advantage to increase profit and give better financial results. The high HPW helps to achieve the best financial and economic results for an organization in comparison to its competitors. The result of the HPW increases the competitiveness of the organization in the market. It helps the organization to expand its business and assures development by fulfilling the business goals.

6. Evaluation of the link between HPW and sustainable organisational performance

It is very important for the organization to maintain the process of the organization and also maintain the performance of the employees. Employee performance will show the factors of how the organization will do the job in the future. Hpw is the short form of high-performance working (roscoe et al. 2019). It will help the organization to maintain productivity and the service quality to be more effective to the customers. The employee working quality defines high-performance work, on the other side, this performance quality of the organization will enhance the organizational performance in the industry. It is very important for every organization to take a step to improve the employee working quality to enhance the organizational value in the market. Hpw and sustainable organizational performance are interconnected with each other (kamble et al. 2020). When it comes to maintaining the hpw then it would enhance sustainable organizational performance. On the other hand, if the organizational performance is not good then that would be difficult for the organization to gather quality employees to enhance their working ability. It is very much clear that every organization has to maintain its hpw to sustain organizational performance.

7. Reflection: Transfer of skills and knowledge gained into working practices

Before and during the training and the working practice every employee learns something new from the organization. After taking the training it becomes very important to implement all the factors in the working process. On the basis of that it will be very important for the organization to put the effort of the employee into the organization (Abbas, 2020). After taking the training there is a process which can transfer skills and implement those skills very easily in the work. It will help the employee to give a better effort in the work (Pham et al. 2019). The first step is to know what information is gained by the training, after that the employee has to decide the priority of that training and prioritize every factor of the training and analyse it. After a few steps, the training gets completed (Ababneh, 2021). It is a very important part of every employee after taking the training to implement the training factors to the work like social learning, taking refresher courses, maintaining the ethics of the company, give to their full effort to the work and it is also important for every single employee to maintain every single rule of the organization and give the outcome of the employee must be great for the organization.

Part B

1. What performance management activity is conducted?

The performance management activities are conducted in the organization and as per the opinion of the managers it is found that proper technique is used in the organization for the enhancement of the performance of its people. As per the human resource manager (HRM), proper training is given to the employee for the enhancement of organizational performance. Along with that, they stated that the performance of the employee was reviewed. As per the performance development review (PDR), the organization takes effective measures to enhance the performance of the organization and make the employee more productive. Proper training is given to the employees to make them SMART. As per the SMART goals, the employee is given the training to become specific, measurable, achievable, realistic and time-bound (Wang et al. 2019). This training helps the employees to work efficiently on a specific concept. It also supports making the staff aware of time management and realistic, along with that, it also supports them to work efficiently to achieve the goal.

The performance of the staff is reviewed and measured to understand the efficiency of the staff. Thus, they adopt the performance management cycle in the organization to check the performance of the staff. As per the performance management cycle (PMC), the improvement process of the staff is measured. Proper planning is done to check their efficiency and as per their performance, the efficiency of the staff is measured.

2. What is the role of the line manager in the performance review process? How are they involved, and how could this be improved?

The line manager plays an efficient role in observing and maintaining the working efficiency of the employee. They observe the daily performance of the staff and take all relevant steps for the improvement of the employee. Their main work is to observe the working strategy of the employee and as per their performance, they provide updated information to their higher authorities.

The first line manager said that "they give training to the employer to gain the quality of SMART" and the second- and third-line managers agreed to the first one (Al-Qodah et al. 2019). The line managers play an important role in managing the staff. They observe the working strategy of the employee and evaluate their performance which helps to analyze the contribution of the employee to the performance of the organization. They also calculate the contribution of the employee to the development of the organization. As per the line manager, the organization would take effective measures for the improvement of the performance of the employee. The performance of the employee could be enhanced by giving them proper training. The training can help them to give better outcomes for the development of the organization (Wang et al. 2019). The performance of the employee can also be improved by leading them effectively and providing them with all sorts of developmental training.

3. What measures of performance are used?

The line manager looked after the performance of all the employees for a week and evaluated the performance of the staff. After maintaining proper evaluation techniques, the manager identified some lacking in the performance of the employee (Kamble et al. 2020). As per the performance and working strategy of the employees, the line manager evaluated their performance. The staff was given feedback on the basis of their performance. As per the first-line manager, "I gave ratings to the employees as per the graphic rating scale and observed their ratings. As per that I found some employees are good at handling the customer but there are some other employees who lack the skill of communication". The second line manager stated that "staff are very good with each other and maintain friendly behaviour among them". As per the evaluation of the third line manager, "the staff is good at time management". The employee is given ranks as per their performance and based on those ranks, they are given some relevant training to develop the skills that they lack (Paris and Pattiruhu, 2020). Hence, the performance of the employee is measured and analyzed with the help of a graphic rating scale and they are given 360-degree feedback to measure their performance and give them proper training.

4. To what extent do line managers in your organisation feel that the performance management process can manage the following:

1)Promotes development of capability, and raising of performance levels

The line managers are concerned about the enhancement of the performance of the organization by making the staff more efficient and innovative. They are concerned about developing the capability of the staff and enhancing their performance level (Sassanelli et al. 2019). The first line manager stated that "the performance management process can lead to the development of capability of the staff and enhance their performance level". As per the opinion of the second and third-line managers "the performance level of the staff can be raised by the implementation of the performance management system but it would lay less impact on enhancing the capability of the employees".

2)Recognises and reward performance

All three line managers agreed to this concept of giving rewards to the staff. They stated " the reward would attract the staff to work efficiently and it can attract them to bring the best performance. The proper training and management help to enhance the efficiency of the employees and along with these if they are given recognition for their working strategy and efficiency then they can bring better performance to the organization (Schedler et al. 2019). The availability of rewards is helpful to attract the employee to give better performance. It is supportive to make the staff more efficient and lead them to give their complete effort for the development of the organization.

5. To what extent do they feel that there is a culture of high performance? Relating with the following.

1)Trust in the system?

The first-line manager said "it is necessary to maintain positive relations with the employee and make them trust the organization. This is helpful to develop a culture of high performance in the organization." The second- and third-line managers agreed to the opinion of the first line manager. The thrust in the system leads to bringing a positive attitude of the employee toward the organisation, and along with that, it supports to development of a positive opinion regarding the management and the organisation (Jaghbeer et al. 2020). Hence the development of trust is supportive to enhance the performance of the organization and bring a culture of high performance.

2) Enthusiasm for, and commitment to, the system?

The enthusiasm and commitment toward the system lead to the development of a positive working culture. The second line manager said, "enthusiasm leads the staff to work efficiently and makes them excited toward the organisation and their duty". The first and third-line managers also agreed with the opinion of the second-line manager. The commitment to give better performance leads the staff to become excited to work efficiently. It also helps to bring high performance and support to the development of the organisation (Wang et al. 2019). The enthusiastic working strategy of one employee helps to make others energetic and enthusiastic toward the work.

6. What ideas do your line managers have regarding the ways in which a high-performance culture might be achieved or improved, in terms of building trust, enthusiasm and commitment?

The line managers take all relevant steps for the development of the organization and along with that, they take different measures to make the staff feel familiar and develop trust in the organisation and the management. The line managers adopt the system of rewards to develop enthusiasm among the staff (Pelorosso, 2020). The announcement to give a reward for better performance helps the employee get attracted to give better performance and give their complete effort to give the best performance. The system of reward is effective to develop enthusiasm in the mind of the employees and lead them to give the best performance.

The managers are aware of developing an atmosphere of trust and commitment among the staff to make them more efficient. The managers have the idea to develop a system of giving marks to make the staff aware of their work (Sani et al. 2019). Along with that, they will be analysed based on their works which would help to identify the shortcomings that they have. They would be given the training to meet those lacking. This can help to improve the efficiency of the staff and help them to become more productive. It would lead them to bring high performance (Forte et al. 2019). Hence it would be helpful to build trust, enthusiasm and commitment among staff toward the development of the organisation.

7. An analysis of your findings regarding current performance management practice in your own organization, identifying strengths and weaknesses.

The line managers are well are of the development of the organization and they take all relevant steps to enhance the performance of the organization. They provide different training to the staff to make them more efficient. They are concerned about enhancing the performance of the organisation (Kamble et al. 2020). Hence, they take different steps to make the staff more efficient and productive. They take different steps like; bringing a system of rewards to make the staff efficient. It was found that they are concerned about developing the organizational culture and bringing an atmosphere of giving high performance. The line managers look after all sorts of working strategies of the staff and it is also found that all the managers look after the staff with high concern. Along with that, it is also found that they take all relevant steps to find out their inefficiency and provide them training to eradicate those lacking.

8. To what extent does your current approach to performance management fit within the context of HPW and/or support sustainable organisational performance?

Performance management is a factor in which employees and managers both get a clear vision of the organization to do the work very carefully (mcdonald et al. 2020). The basis of the organization, it is also very important for the organization to create a bridge between the employees and managers it will also lead to an increase in the productivity of the organization. This process will show the employees a good path to achieve success. On the other hand, there is also a chance to rectify all flaws of the employee and maintain the proper way to achieve the goal. This performance management trains the employees of the organization and also gives proper learning to do better in their job (Susomrith et al. 2019). Taking out all the factors it becomes very helpful for every employee to do better in the work life and give the best products to the organization. Betterment of productivity also increases the value of the company.

9. Recommendations

It is very important for every organization to make their employees with their own hands. It will show the ethics and values of the company. Before starting a job in an organization every employee should take training from that organization, it will help the employee to do better in their work (Fernando and Bandara, 2020). On the other hand, the organization also knows that the employee is completely created for this organization. It will create loyalty and also create a bond between employees and the organization. After getting the training it becomes very helpful for me to understand official matters and how much the training is important for me. It increases my self-confidence to do better in work and it also gives a leadership quality, not only leads others but also it helps to lead myself. It is very natural that training gives that ability to every employee to enhance the quality of work and that follows High-Performance Working ability.

10. Reflection: Transfer of skills and knowledge gained into working practices

Professional development is a long-term process which supports the development of the organisation and the enhancement of the efficiency of the staff. The development of skills and application of the skills in the workplace helps to enhance organisational performance. I can help other employees to develop their skills by sharing my experience in the development of the skill. Along with that, I would also tell them the detailed procedure of skill development. Thus, the skill that I have can be shared with my co-worker by giving them basic ideas regarding the use of that skill (Numonjonov, 2020). This can help the skill development procedure of the co-worker.

I can transfer my skills to my colleagues by working with them. I will tell the employee about different strategies that I implement in the workplace. Along with that, I shall practise my skills with my co-workers and share my knowledge regarding various skills. This would be helpful to the professional development of the employee. It would be beneficial for the development of the organisation and the career development of other employees. Hence, there should be a cooperative environment in the organisation and everyone should be concerned about each other. Hence, it would be to the development of the organisation and its workforce.

References

Part A

Bakker, A.B., Hetland, J., Olsen, O.K. and Espevik, R., 2019. Daily strengths use and employee well‐being: The moderating role of personality. Journal of Occupational and Organizational Psychology, 92(1), pp.144-168.

Kamble, S., Gunasekaran, A. and Dhone, N.C., 2020. Industry 4.0 and lean manufacturing practices for sustainable organisational performance in Indian manufacturing companies. International Journal of Production Research, 58(5), pp.1319-1337.

Mahdi, O.R., Nassar, I.A. and Almsafir, M.K., 2019. Knowledge management processes and sustainable competitive advantage: An empirical examination in private universities. Journal of Business Research, 94, pp.320-334.

Oetzel, J., Sika-Paotonu, D., Penetito-Hemara, D. and Henry, A., 2022. Healthier Lives Implementation Research Network for Māori and Pacific community health providers in Aotearoa New Zealand: a study protocol with an observational mixed methods design. Implementation Science Communications, 3(1), pp.1-11.

Ordin, A.A., Timoshenko, A.M. and Botvenko, D.V., 2020. About the necessity for changing the methodical approach to the calculation of methane release rate in high-performance working faces of Kuzbass. Gornye nauki i tekhnologii= Mining Science and Technology (Russia), 5(2), pp.82-91.

Roscoe, S., Subramanian, N., Jabbour, C.J. and Chong, T., 2019. Green human resource management and the enablers of green organisational culture: Enhancing a firm's environmental performance for sustainable development. Business Strategy and the Environment, 28(5), pp.737-749.

Wibowo, G.A., Wulandari, S.Z. and Yunanto, A., 2021. The Effect Of High Performance Working System and Social Working Climate On Employee Well Being in A Manufacture Company. ICORE, 5(1).

Part B

Book

McDonald, C., Craik, C., Hawkins, L. and Williams, J., 2020. Professional practice in human service organisations. Routledge.

Journals

Ahsan, K.B., Alam, M.R., Morel, D.G. and Karim, M.A., 2019. Emergency department resource optimisation for improved performance: a review. Journal of Industrial Engineering International, 15(1), pp.253-266.

Al-Qodah, Z., Al-Qudah, Y. and Omar, W., 2019. On the performance of electrocoagulation-assisted biological treatment processes: a review on the state of the art. Environmental Science and Pollution Research, 26(28), pp.28689-28713.

Fernando, M. and Bandara, R., 2020. Towards virtuous and ethical organisational performance in the context of corruption: A case study in the public sector. Public Administration and Development, 40(3), pp.196-204.

Forte, G., De Pascalis, V., Favieri, F. and Casagrande, M., 2019. Effects of blood pressure on cognitive performance: A systematic review. Journal of clinical medicine, 9(1), p.34.

Jaghbeer, Y., Hanson, R. and Johansson, M.I., 2020. Automated order picking systems and the links between design and performance: a systematic literature review. International Journal of Production Research, 58(15), pp.4489-4505.

Kamble, S.S., Gunasekaran, A. and Gawankar, S.A., 2020. Achieving sustainable performance in a data-driven agriculture supply chain: A review for research and applications. International Journal of Production Economics, 219, pp.179-194.

Numonjonov, S.D., 2020. Innovative methods of professional training. ISJ Theoretical & Applied Science, 1(81), pp.747-750.

Paais, M. and Pattiruhu, J.R., 2020. Effect of motivation, leadership, and organizational culture on satisfaction and employee performance. The Journal of Asian Finance, Economics and Business, 7(8), pp.577-588.

Pelorosso, R., 2020. Modeling and urban planning: A systematic review of performance-based approaches. Sustainable cities and society, 52, p.101867.

Sani, A.K., Singh, R.M., Amis, T. and Cavarretta, I., 2019. A review on the performance of geothermal energy pile foundation, its design process and applications. Renewable and Sustainable Energy Reviews, 106, pp.54-78.

Sassanelli, C., Rosa, P., Rocca, R. and Terzi, S., 2019. Circular economy performance assessment methods: A systematic literature review. Journal of Cleaner Production, 229, pp.440-453.

Schedler, S., Kiss, R. and Muehlbauer, T., 2019. Age and sex differences in human balance performance from 6-18 years of age: a systematic review and meta-analysis. PLoS one, 14(4), p.e0214434.

Susomrith, P., Coetzer, A. and Ampofo, E., 2019. Training and development in small professional services firms. European Journal of Training and Development, 43(5/6), pp.517-535.

Wang, J.C., Dommati, H. and Hsieh, S.J., 2019. Review of additive manufacturing methods for high-performance ceramic materials. The International Journal of Advanced Manufacturing Technology, 103(5), pp.2627-2647.