Role of line managers in managing the organisation’s performance management system and effectiveness

Question:

Learning Outcomes: (2 & 5)  the following will be fully or partially achieved.

  • Plan effective performance management policies and practices to improve organisational and employee performance.
  • Critically evaluate the effectiveness of performance management.

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).

Solution:

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)………………………………………………………………………………………...Please contact our team to receive guidance, support and tutorial services in full based on your level of experience and organisation background

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