Question:
TASK
The role of the line manager in managing an organisation’s performance management system has been subject to much discussion and debate. According to Hendry (1997) “The architects of strategic performance interventions are reliant on line management to transmit the desired messages but line managers have also been identified as the weak link in the application of performance management systems”. More recently a global survey has identified that many employees have a poor view of their organisation’s performance management system and attribute this view to the lack of manager capacity and capability.
With reference to your organisation, or one that you are familiar with:
(1) Critically examine the role of line managers in managing the organisation’s performance management system (50% weighting).
(2) What actions can be taken by the organisation and its HRM function to improve the role of line managers to engender greater employee satisfaction and engagement with the performance management system? (50% weighting).
GUIDELINES
Introduction
- The assignment is arranged in two parts, each part is equally weighted. The first part is concerned with examining your organisation’s performance management system and in particular the role of the line manager in this process. The second part of the assignment focuses on the practical actions that organizations, and their HRM function, can take to improve the role of the line manager in the PMS process to engender greater employee satisfaction and engagement.
- Literature suggests that PMS are somewhat bureaucratic, complex, time-consuming, are perceived by employees to be unfair and that managers may not always have the appropriate competencies and proficiency to carry out this role effectively.
- To assist you in this assignment it is important that you refer to a number of appropriate sources (minimum of 10 different sources) to inform your examination. Please see the following journal articles that provide a useful foundation for your work.
Journal Articles
- Alfes, K, et al (2013) The relationship between line manager behavior, perceived HRM practices, and individual performance: examining the mediating role of engagement, Human Resource Management, November/December 2013, Vol. 52, No. 6, pp839-859
- Farndale, E. & Kelliher, C. (2013) Implementing performance appraisal: exploring the employee experience, Human Resource Management, November/December 2013, Vol. 52, No. 6, pp 879-897
- Harris, L. (2001) Rewarding employee performance: line managers’ values, beliefs and perspectives, The International Journal of Human Resource Management, 12:7 November 2001, 1182-1192
- Heslin, P.A., Vande Walle, D. (2011) Performance appraisal procedural justice: the role of a manager’s implicit person theory, Journal of Management Vol. 37, No.6, November 2011, 1694-1718
Solution:
Contents
2.1 Role and purpose of a PMS. 4
2.2 Comparison and Contrasting Of Views Linked With the Role of Line Managers in Managing PMS. 5
2.3 Issues of Management Capacity and Capability. 6
2.4 Importance of Engaging Employees in the PMS Process. 7
3.0 Analysis and Discussion. 7
4.0 Conclusions and Recommendations. 10
1.0 Introduction
In the contemporary organization practice, the success of performance management practices (PMP) is hedged on the commitment and involvement of distinct stakeholders such as top management, line managers, employees and HR practitioners. The role of line managers in operations management in an entity has rapidly gone through a rapid transformation attributed to the rising levels of globalization and a new community of clients prioritizing quality in products and services delivery. Also, the modern globalization on the scope of operations by different organizations has led to a shift on the role of line managers in success of PMP. This has prompted an intense debate and concern among different scholars and HR practitioners on the role of line managers in the management of an organization performance management system. As noted by Alfes et al. (2013), it is the role of the line management to facilitate strategic performance interventions for the sake of transmitting the desired messages. In a particular organization that lacks line managers with plausible capacity and capability, they imminently suffer from weak employee-management relationship leading to poor performance management system. Farndale and Kelliher (2013) argument that line managers have a role in designing policies which facilitates an efficient management in an entity and defining and acting upon the solid core values relating to performance forms the basis of this research. This report will argue that line managers play a vital role in implementation and enactment of the HR policies, practices and direction. Hence, it is incumbent to the management to facilitate right attitude among the line managers towards PMP and possess the right competencies for enacting it.
To achieve the primary objectives of this report, two sections will be covered. The first section will examine on the organization performance management system particularly the line managers while the second section will evaluate the practical actions for organizations in their HRM function to engender greater employee satisfaction and engagement.
1.1 Organization Selected
To achieve the set objectives of this report, it was eminent to select an organization. In light of this, Nestle Company in Dubai, UAE has been selected. This is a leading global entity in nutrition, health, and wellness. The company ventured into Dubai market in 2008 (ref). Through the commitment established in the company PMP, the company has been able to develop a long-term sustainability value for its clients, communities, shareholders and employees.
2.0 Literature Review
2.1 Role and purpose of a PMS
Adopting the definition of Ferreira and Otley (2009) performance management system is a process that incorporates the sourcing of best from human resources and guiding them in achieving their potential. This implies that PMS is a process of achieving a shared vision of the purpose and the aims of an entity. To affirm this analogy, Noe et al. (2006) pointed out that the role of PMS is ensuring that the people and teams are assisted to achieve their potential and appreciating their roles in contributing to the set goals of an organization. Brignall and Modell (2000) noted that the limitation of the majority of the scholars who have evaluated this issue is their inadequacy in comprehensively demonstrating the extent in which PMS has been misconceived by organization leading to a conflict of practice. Taking into account of the purpose of PMS, Ferreira and Otley (2009) noted that this is a process that involves the identification, encouraging, measuring, evaluating and rewarding the employee’s performances in their job places. To affirm this analogy, Noe et al. (2006) developed a performance management cycle as shown in figure 1 below. It is an undeniable fact that the performance management starts with planning, executing, monitoring, analyzing and forecasting.
Figure 1: Performance Management Cycle
Source: Noe et al. (2006)
Contrary to the above analysis where authors described PMS as an apparent occurrence, Brignall and Modell (2000) noted that it is impossible for PMS to happen automatically. As a consequence, the aspect of appraisal was introduced where it plays the role of improving the employee’s work performance through assisting them in realizing and applying their overall capability to achieve their entity aims. It is only after this that an organization can attain its intended objectives. Furthermore, through this, it is equally possible to offer valid information to employees and managers for the application in their respective decision-making.
2.2 Comparison and Contrasting Of Views Linked With the Role of Line Managers in Managing PMS
It is possible to access a plethora of evidences delving on the evaluation of the correlation between line managers as strategic leaders in facilitating a successful implementation of PMS. A wide range of research on this concept has been enumerated in corporate (Melnyk et al., 2003), business units (Wright et al., 2003) and departmental levels. Taking into account of the existing literature on this field, it is possible to compare and contrast dinstinctly presented views employing three distinct themes. First, adopting the definition of Ferreira and Otley (2009) strategic management is a process that includes a set of decisions and actions that enhance the formulation, implementation and controlling of different plans that are subtle in the achievement of an entity visions, missions, and strategies. Kaplan and Norton (2001) argued that………………………………………………………………………………………………………………………………………………….Please contact us to receive this assessment in full based on your requirements and request
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