PERFORMANCE MANAGEMENT STRATEGIES

Comparative Analysis of Performance Management Strategies



Comparative Analysis of Performance Management Strategies

Introduction

People management and human development challenges remain important for organisations today, to the extent that the environmental circumstances require aligning HR strategy with objectives of the company, to promote change and development in organisations and their people. It has traditionally been the responsibility of leading HR the performance management program of the Bank to contribute to development of people and establish quality relationships between managers and partners, seeking to obtain increased productivity.

Performance Management System

A concept of performance management system (PMS) is relatively new in management theory and practice (Srinivasan, 2000). A company's performance management system depends on the complexity of the sequence and linkages among the activities. It is important to understand that performance management a complex matter allows the use of different approaches and concepts. If the task manager, worried efficiency of the company, as time is to choose the approach that best matches the conditions of his enterprise, and seamlessly fit it into the overall management of the organisation (Walker, 2002).

Performance Management Strategies

In our view, a system of performance management is reasonable to analyze how three interrelated component elements:

Ethics effectiveness: organisational context, culture and mentality of employees, under which the company aims to achieve reliable results;

Control Systems business outcomes: the systematic processes, procedures and methodological approaches used to assess the performance of the company and reverse action to improve them;

Staff performance management system: processes and incentives used by the company to achieve maximum benefits from employees.

David Orton PLC

The Orton Group, a major British food retailer, set out to acquire one of its main rivals by making a public offer for the shares of Costwise, another supermarket group. Thus, HR professionals must play special roles in dealing with these changes and must develop competencies to support these roles. After the takeover, that immediately prompted a number of counter-bids from other large retailing groups, and it was not until mid-2005 that the Orton Group and Costwise merged under the banner of David Orton PLC.

Although the senior management of Costwise was favourably disposed towards Orton's bid, they recognised that it could take some time before the two companies would be able to merge physically. To a large extent this was because when the takeover bid was launched, the Competition Commission (CC) had expressed reservations about a merger between two retailing groups who were already very extensive in their own rights (Brethower & Smalley, 2005). For instance, if allowed to go ahead as a single takeover, it might well result in a near-monopoly position in certain geographical areas.

New demographic factors such as any human group, the British workforce, are in constant evolution and change. All people experience both positive and negative changes-in their education, age, health, income and so on. In most cases, the sense that they take these changes can be determined because they tend to occur rather slowly (Aiken, 2009). Also, it is often possible to measure ...