Performance Management: Human Resource Management Implications

Benefits of Performance Management on Human Resource Management

Discuss about the Performance Management.

Human resource management implications refer to the functions to which the organizations designed to maximize employee performance in service of a workers strategic goals. it centrally concerns with the administration of individuals within organizations emphasizing on policies and systems. Performance Management mainly focuses on the fulfillment of the organization, sections of the organization, workers, and the entire process of making goods and services. Performance management includes activities that make sure all goals and objectives consistently met in a proficiency and operational manner (Nielson, 2012). The application of the process is used mostly in the workplace, place of interaction, such as schools, social events, and political meetings. In this discussion, performance management will mainly premise on the human resource management implications. The purpose of the performance management in this area is to build a strategic and incorporated approach to improving the effectiveness of organization (Bartel, 2014). The enhancement of the fulfillment of the employees by developing the competencies of teams and workers contributors. The performance of Human Resource Management implications gets workers to settle down the personal objectives with organization goals hence up surging productivity of an organization.

One of the primary role and goals of human resource management is to improve the performance management of the organization. The study will focus the general changes in the workforce; the paper will center on the relationship between performance management and implications of human resource management (Bakker, 2014). The study will provide clear knowledge access across the organizations. For a team to remain a competitive advantage, they should apply strategic human resource practices. However, performance is not exactly the concept to be defined and theorized quickly. Therefore, it is advisable to use the idea of results rather than performance. They are distinguishable by the financial results, that is, profits made, net margin and market stake. Secondly, the organizational results which include productivity, quality effectiveness, and customers’ gratification. Finally, the distinction can be determined by human resource outcomes. They involve workers’ attitude and behavior towards the organization. (Dess, 2009)

In general, the article will provide a comprehensive background on the link between human resource management and performance management in organizations. Next, the study will develop the some of the hypotheses. After that, the approaches and benefits of on human resource management implications on performance management. This paper ends with a conclusion and recommendations.

In human resource management, performance management helps in managing workers. The control of employees is done through performance system and correlate their objectives facilities. Furthermore, this contributes to the actual delivery of approach and functioning goal (Miles, 2014).

Theoretical Perspectives on HRM and Performance

Used to mobilize employees. On the other hand, performance management incorporates software rather than spreadsheet based recording system. The operational shift may deliver a substantial return on investment via direct or indirect sale advantages, and functional effectiveness. The benefits may include reducing costs in the organization help correlating the companies’ goals with those of the managers.

HRM implication on performance management helps to decreases the time taken to build planned or operational changes. This is effected by collaborating the changes over a new set of objectives and goals (S, 2009).

The implication of human resource management on the motivated workforce. It optimizes incentive strategies to appropriate aims and targets for achievement. Workforce enhances workers’ engagement. Everyone get to know each other, and the contribution each make towards achieving the organization’s goals (Bartel, 2014).

The role of performance management mobilizes the HRM in enhancing management control. It simplifies collaboration of planning objectives, aid in audit and complying with policy requirements, and enhancing flexible, approachable to organization needs (Borril, 2012).

Theoretical perspective on HRM and performance

Contingency theory.

The theory postulates that human resource management strategy would of high impact only if appropriately incorporated with a particular organizational and business environmental context. Consequently, the organizations that closely work together their business and human resource management strategies have the best performance results. In contrast to the groups which have separate policies. Regardless of the strategic approach being applied to any organization, the researchers’ propose several aggressive approaches. They include business strategy with the user of HRM approach defender organization strategy with collector HRM strategy and analyzer firm method implementer HRM plan (RK, 2014).

Resource-based view.

Resource-based view results to dynamic point of view from ‘external-in’ to an ‘internal-out’ approach. From the focus on the external company based competitive issues to private means underscoring effective and efficient operation. The theory provides a great and imperative theoretical justification for human resource prospective duty. Although according to that standpoint, differences in organizational performance can be accredited to sole means and competencies rather than the business’s structural components. In HRM context, the distinctive of infrequently depends on the job pool’s heterogeneity and is in connection with the model of resource specificity and labor agility. Nevertheless, the ‘inside in’ resources creates the essential point for intellectual organization achievement.

AMO framework.

In the HRM fields, the scholars postulate three leading independent work system elements that shape workers and the entire organization and hence contribute to the success of the team. They include a process to ensure the worker has suitable skills and aptitudes. Introduction to energize and encourage the staffs to engage in good behaviors. Finally, the systems of work that motive employees to participate their personal and collective efforts regarding organizational outcomes. The organization has started to align this element in gauging the performance of the employee. The determinant of return includes employees doing work because they possess the knowledge and skills and abilities (A-Abilities). The employees will do the workers because they want to and are adequately incentivized (M-Motivations). They also ensure their workplace environment provides the relevant support and channels for expression (O-opportunities).

Nexus between Human Resource Management and Performance Outcomes

The three theories replicate the analysis of human resource at the organizational level and are majorly involved in its performance effects from an organization perspective. The three theories focus on the central assumptions behind the conceptualization of defining HRM and its role. Nonetheless, the mere fact on the three most prevalent methods is acknowledged in linking the HRM and performance.

Nexus between Human Resource Management and Performance Outcomes

Though the primary focus of HRM is meant to improve the performance of an organization, there are no explicit agreement on the nature of human resource management. The whole process of HRM is well known as a set of workers management activities. However, there is no consent list of human resource activities that measure or describe human resource management. Meanwhile for HR to operate differently, it needs careful attention to human resource management implications. The great question is how we can achieve the more significant effect on performance increase (Taris TW., 2015). The likely response to this concern depends on comprehensiveness, eventuality or the configurationally dimensions. Adopting a comprehensiveness approach, there are certain HRM implications with best ability to gain a positive impact on performance regardless of the circumstance. The configurationally framework postulate that the combination of HRM implications is the influence that drives performance hence HR operate differently. Finally, contingency milieu demand to give an answer regarding the conditions that is to be more efficient. Notwithstanding the difference framework, they have a cohesion in which HRM is operationalized when groping the nexus between the two.

It is very critical to examine the HRM and performance management Nexus, but it should be known that some indistinctness exits trying to simplicity and define the performance measures. For HR to operate differently, similarly the performance outcomes varies. They vary into proximity to workers contributions or level of combination in which they are determined. The second include the relevant shareholder’s team of focus. At this moment, the primary focus lies in the first proximity to the workers’ contribution (Bosilie, 2012).

The potential measures of HRM implications and the HR to operate differently, we outline three stages of outcomes Human resource related results. They include identifying perception and measurable HRN results. For example, affective, cognitive and behavioral reactions.

Organization performance results. They include the productivity, quality and effectiveness of the organization, and

Financial performance in which they involve profit, sales, and ROI

People management foundations

A systematic opinion of the firm suggest that be a change in its strategy and structure be parallel to the changes in the way of controlling the employees. For example, the improvement of organizational forms has always led to the paths of a managerial profession. More certain cases, bring on board the new ways of the organization need a different outlook of the fundamentals upon which workers activities rest. In this segment, we briefly discuss the main difference between the modern and traditional approach to work design and management, teamwork, management duties, selection, careers and improvement, and reward systems. These methods will aim at breaking some ground in the new parts of the HRM implications of the different operations of organizing arrangements (Bakker, 2014).

Work design and management

Traditional forms of job organizing are premised on the division of labor. Due to that reason, they necessitate job to be examined and developed along with lines differentiation and then grouped into separate functional entities. It is argued that to improve the some of the strain that takes long to work distinction put on both the workers and pursuit of efficacy. The works can enlarge, so that specialize becomes responsible. These new forms of job organizing empower by issuing formal action descriptions. Therefore, the responsibility organizations allow utilizing a changing ground of work occupants, so that strength become achieved through a precise arrangement of a particular role. The individual is enhanced changes via recruitment and inter-organization mobility (W, 2010).

Newer forms of organization arrangements demand a new approach to organizing work. Workers put in charge of a vested job by executing the broad agreement and monitoring the resource needed to complete their tasks entirely. Additionally, business becomes more de-worked to adapt more quickly to change and the supervision of knowledge job, while simplifying focus on essential abilities. The jobs become more important than prescribed position, while specific projects improve in response to needs as they increase. These helps, so that multifunctional teams are formed and separated through liquefied sets of continuously discussed tasks. In the new kind of organization, temporary assignment patterns require a permanent group of the team to attain the necessary cohesion of communicative programs (RK, 2014).

Teamwork, management, and the new managerial roles

Partnership in a traditional approach to work organization dominates the new organizational arrangements. Team members manage their resources thus effecting in a more disperse decision-making abilities. The fact that teams progressively tend to make their decisions agree a more holistic approach to problematic resolving than the disjointed view that preceded tradition arrangement.

New forms of organization through the obscuring of work and useful barriers and team membership cannot be skillful unless complemented by new opinions on management. On the hand, traditional leader’s inspired, controlled, supported and facilitated application of workforce purposeful expertise with the help of limited contribution in routine. Subsequently, the new organizing arrangements require an exclusively different set of managerial skills. Which in turn postures big learning problems for many leaders familiarized with the traditional methods. We need to apply the means and activities such as staffing, careers, and compensation. These require to be in place to attract, influence and retain workers that can improve the newly needed leadership skills (Ezzamel, 2010).

HR career management

In few organizational areas has change been more noticeable during current years than in the administration and design of profession systems. Traditional internal labor market with their focus on the paternalistic arrangement. Not only do business change, but they also convert into a much more diverse set of option. While the undeviating pattern subjugated traditional organizational arrangements, newer forms also require expert and transitory profession conformations depending on the organization’s strategy and structure. The new business develops to close linkage to the modifications in the body of work and the new teamwork and management necessities. These new system hubs around the knowledge centered specialization standards, cross-functional and universal expertise, and corporate administration and self-leadership skills. They function together with individual traits of suppleness, dependability, and honesty (Milgrom, 2011).

Rewards arrangement systems

Rewards are a powerful means to encourage and motivate workers, and every organization always well advice to surprise staffs behavior to the enactment of critical organizational processes. Rewards as a way of compensating cannot be centered on work definitions because new methods of job organization progressively blur and transform job distinctions. Consequently, rewards are unmatched with the organizational situation because the new forms of organizations become much less classified in nature. Introducing transitions in the rewards arrangement system, regardless of its potential for empowering the new ways of organizing, is encountered with hardships emanated from the potentially highly heterogeneous set of individual skills methods and from the need to establish enough means to certify skill attainment and development (Reilly, 2008). 

Problems encountered on HRM implications

The introduction of new forms of human resource organizing faces with many challenges. Some of the challenges have to do with discrepancies among unique pieces of the enigma. Other problems are related to the incomplete understanding of the HR setting. Additionally, another widespread problem involves the difficulties intrinsic in the change process from the traditional to the current form.

The emergence of new tacit employment agreement creates more on concepts on employability than job security. The fact remains that in the present situation with fewer and fewer employment opportunities in comparison to the past. In contrast, the new arrangement needs temporary constellations of tasks with a given pool of workers. Thus long term in the organization, development of inter-unit networks via employees transfer and mobility. Also, reward allocation that encourages long-term cohesiveness and sharing of knowledge and skills and investment in HR training. From the personal approach, workers are moveable and much willing to cross functional and organizational margins in pursuit of better improvement opportunities. The organization may also progressively become reluctant to invest in extensive and specified training without longer term commitment forms their workers (RK, 2014).

Finally, organizations which introduce new forms of organizing must think about methods to soften the confrontational implications that the new ways may have on the less favored persons. The relevance of this is that the new methods tend to improve the burden of responsibility and accountability for employees and regularly the staffs are forced to accept the changes under threat of redundancy (Peccei, 2011).

Conclusion

In a nutshell, the findings of this paper, the significance of having a robust performance appraisal program (rewards). The program should be great loose from bias to enable personnel members to have enough money the possibility to get an unbiased assessment. Otherwise, if the evaluation is fair, it impresses people’ moral values considering that desirable assessment motivates staffs to paintings tougher. Also finding proposes that authorities employed people want to train on business enterprise’s goals and objectives. The education will permit them to have a belonging experience and increase desire to participate extra in organizational targets. Finding and maintaining talent is also equally important in adopting new operation in an organization. The skills foster highly dynamic elites that are able and willing to take on tasks across operations, lines of the structure and abroad activities. Therefore the above discussion reflects the essential of the process side of HRM implications as a way of showing how HR have to operate differently.

For agencies to reap performance management, they have to involve staffs in each of the additives of reviewing performance. The action will choose more dedication and approval of absolutely the performance overview.
Human resource management of every organization ought to be capable of intricate the general overall performance score they assign. Therefore the want for the managers to recognize a clear know-how of the overall performance rankings.
Production control may encompass plans for future development. These plans consist of attending particular requirements for present work overall performance for future responsibilities.
Execution control goals must be nicely articulated. For both people and supervisors ought to have a clear photograph of the predicted result, ways to decide achievement, and the time bound for conducting the mission.
Managing performance requires managers who could decide how a whole lot education personnel who want assembly their responsibilities. That is, an employee may additionally want valuable training on one challenge and have the ability to complete the other completely independently.
The organization requires getting methods to reduce the potential for resourcefulness and apathy derived from a lack of lengthy alignment in the occupation relationship.

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