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Word count: Approximately 250 words

This is defined as a process of ensuring employees put in the optimum effort to execute their roles (Awan et al., 2020). Managing performance means continuity in the effective execution of assigned functions.

The purpose of performance management includes;

Continuous review of employees—By successfully implementing performance management, employees are assured of receiving annual-based performance reviews and timely feedback. For Luxe Group, in their different hotels, the review can be set to quarterly, where rewards are reviewed and an improvement process is suggested.

Teamwork and detailed communication achieved—To enhance teamwork, employees’ performance is reviewed to pair low performers with the best performers to ensure they assist each other. As a best practice, Luxe Group could consider using the 360-degree framework (Ventura et al., 2022) to encourage continued inclusion for teamwork and holistic communication.

The components include;

Job Description—As defined earlier, this represents the expected qualifications to take up a particular job role. Therefore, it forms a significant component in performance management, detailing assigned roles, responsibilities, and expectations.

Employees Data– In order to successfully achieve performance management, data-based practice is pursued. According to Lee et al. (2021), data is used in areas of evaluation and getting feedback. Also, in 360-degree performance management, quantitative and qualitative data are sourced.

Capacity development arrangement—Performance management must detail the development strategies to be pursued. According to Jehanzeb (2020), this expounds on the existing skills gap and areas of improvement. Luxe Group can prioritise capacity development options, workshops, seminars, and monitoring sessions.

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Word count: Approximately 250 words

Skills and Competencies Level—Individual employees’ skills and capabilities influence organisational performance. Managing performance must, hence, entail analysing individuals’ capabilities and recommending the best capacity development strategies. By matching employees’ skills, productivity, satisfaction levels, and efficiency are enhanced.

For performance management to succeed, it is important to continuously evaluate job-specific competencies and areas for improvement. Luxe Group would achieve improved skills development through skills improvement.

Motivation Level—Motivation informs a person’s will and how they are committed to their organisation’s objectives. For Luxe Group, understanding employees’ motivating areas and putting efforts into creating workplace happiness is necessary.

By offering total rewards , the employees are motivated to execute their functions successfully.  Also, through the sessions recommended for employees mentoring lead to alignment of their capability with organisation strategies (Alhmoud & Rjoub, 2020).

Work System—This details the structure of an organisation, the approaches and resources used by individuals and the organisation to achieve their goals (Berjawi et al., 2021). It is essential to evaluate and optimise High-performance work systems for success in their operations.

In Luxe Group, an appropriately designed work system would be defined with elaborate job roles, appropriate workflow, sufficient support systems, and technology systems in place. It needs to be bureaucratic-free, collaborative, and job-autonomous. As part of performance management, people professionals ought to eliminate systematic hindrances to performance and prioritise streamlining, automating, and enhancing efficiencies.

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This is a process of employees self-assessing and evaluating personal performances. The features of this are;

Increased self-awareness and reflection—This process offers employees an opportunity to evaluate their strengths, flaws, and progress. Luxe Group can use pre-existing criteria.

Own and accountable—Implementing self-assessment will help evidence how to be responsible for actions while clearly defining all objectives and expectations to be met.

Interaction and communication—By working on self-assessments, employers and employees can interact more effectively. In Luxe Group, employees can have in-depth interactions, sharing insights, expectations, and the overall attainment of organisational goals.

Self-assessment is necessary to evidence the self-perception of the employees, motivation level, and growth demands.

360- Degree Feedback

According to Fleenor et al. (2020), different stakeholders (management, peers, followers and customers) give feedback regarding employee performance.

The different features include;

Evaluation from different perspectives—By engaging different stakeholders, relevant insights into performance can be acquired. According to Berjawi et al. (2021), this influences the varying contexts of collaboration, communication, leaders, and collaboration.

Development-based—360-degree feedback is intended to develop rather than evaluate. By offering sufficient support and identifying weak areas, blind spots are identified, and performance is improved.

Continuous-based Review

This entails adopting an annual strategy for evaluating employees’ performance. The process also involves sourcing detailed feedback and a mentorship process.

The features of this are;

Corrective feedback sourced–  By working on a continuous review process, the management is facilitated with addressing performance challenges and real-time based facilitation (Alhmoud & Rjoub, 2020).

Agile and adaptable—By working on a continuous-based evaluation, a detailed career development process, skills acquisition, and learning strategy can be pursued.

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Total rewards are identified as an all-rounded support and facilitation of the employees’ execution of their functions (CIPD, 2024b). They consist of financial and non-financial pay. By prioritising all the interests of the employees to be captured in the rewards, total rewards are appropriate. For Luxe Group, using total rewards contributes to fostering an appropriate organisational culture, hence a feeling of high motivation.

The disadvantages of this include the process being costly for the organisation and the potential of lack of balanced rewards.

Financial rewards

This can include sharing of profits and commissions.  The sharing of profits are offered after an organisation has gained a substantial profit (Alhmoud & Rjoub, 2020). This is with the commission being provided for achieving their job roles.

Non-financial rewards

This can include employees being recognised and opportunities provided for exemplary performance in the organisation. In Luxe Group, for example, the organisation would offer recognition for their achievements. This can be included in monthly rewards, put down in writing or verbally.

Also, by being facilitated with opportunities for growth and development, relevant skills and knowledge are acquired for their operations. For Luxe Group, this can include training, different workshops, and mentorship sessions. According to Jehanzeb (2020), the outcome would include increased employee satisfaction, individual growth, and loyalty to the organisation.