Performance Management
Title: Performance Management Concepts and Principles
Word Count: 2,196
Table of Contents 1.0 Introduction 3 2.0 Findings 4 2.1 Why Performance Management? 4 2.2 Tesco PLC & HMRC Performance Management Systems 4 2.3 Contextual Factors 8 2.4 Learning and Development 9 2.5 Talent Management 10 2.6 Organisational culture 11 2.7 The External Environment 13
3.0 CONCLUSION 15
4.0 REFERENCES 16
1.0 Introduction
According to Armstrong and Baron (1998), Performance Management is both a strategic and an integrated approach to delivering successful results in organisations by improving the performance and developing the capabilities of teams and individuals.
This report will review and evaluate the concepts and principles of performance management, discussing the system of Tesco PLC in comparison to HM Revenue & Customs.
Tesco is a British-based international grocery and general merchandising retail group operating 331 stores across 14 countries, employing 470,000 people, and in 2009 generated £59.4bn in sales. Tesco is the largest private sector employer in the United Kingdom, and is currently the third largest global retailer based on revenue and the second largest based on profit. (Marr, 2009)
The employees of HM Revenue & Customs work to ensure the correct tax is paid at the right time, whether this relates to payment of taxes received by the department or entitlement to benefits paid.
With 71,000 employees, around £436 billion revenue, and around 33 million customers, HMRC are responsible for the collection of direct taxes including income tax, corporation and environmental taxes. (HMRC, 2012) 183
2.0 Findings
Word Count: 2,196
Table of Contents 1.0 Introduction 3 2.0 Findings 4 2.1 Why Performance Management? 4 2.2 Tesco PLC & HMRC Performance Management Systems 4 2.3 Contextual Factors 8 2.4 Learning and Development 9 2.5 Talent Management 10 2.6 Organisational culture 11 2.7 The External Environment 13
3.0 CONCLUSION 15
4.0 REFERENCES 16
1.0 Introduction
According to Armstrong and Baron (1998), Performance Management is both a strategic and an integrated approach to delivering successful results in organisations by improving the performance and developing the capabilities of teams and individuals.
This report will review and evaluate the concepts and principles of performance management, discussing the system of Tesco PLC in comparison to HM Revenue & Customs.
Tesco is a British-based international grocery and general merchandising retail group operating 331 stores across 14 countries, employing 470,000 people, and in 2009 generated £59.4bn in sales. Tesco is the largest private sector employer in the United Kingdom, and is currently the third largest global retailer based on revenue and the second largest based on profit. (Marr, 2009)
The employees of HM Revenue & Customs work to ensure the correct tax is paid at the right time, whether this relates to payment of taxes received by the department or entitlement to benefits paid.
With 71,000 employees, around £436 billion revenue, and around 33 million customers, HMRC are responsible for the collection of direct taxes including income tax, corporation and environmental taxes. (HMRC, 2012) 183
2.0 Findings
References: Acas (2010). How to manage performance (online) Last accessed on 20th October at http://www.acas.org.uk/CHttpHandler.ashx?id=2714&p=0 Armstrong, M (2009) Beard, K (2012). Interview. Tesco. Coventry Borman, W C and Motowildo, S J (1993) Branson, R (2012). Interview. HMRC. Coventry CIPD Guest, D E (1996). The management of performance, Address to the anuual conference of the Institute of Personnel and Development, October, Harrogate Harrison, R (1997) Hofstede, G. 1991, Cultures and Organizations, McGraw-Hill, London. Hull, C (1951) Essentials of Behaviour, Yale University Press, New Haven, CT Locke, E Marr, B. (2009). Delivering Success: How Tesco is Managing, Measuring and Maximising its Performance. Available: http://www.ap-institute.com/media/4312/delivering_success_tesco.pdf. Last accessed 10th Nov 2012. Porter, L W and Law, E E (1968). Managerial Attitudes and Performance, Irwin Dorsey, Homewood, IL Purcell, J, Kinnie, N, Swart, J, Rayton, B and Hutchinson, S (2009).People Management and Performance Robertson, I T, Smith, M and Cooper, C L (1992). Motivation, Institute of Personnel and Development, London Senior, B and Swailes, S (2010) Sparrow, P (2008). Performance management in the UK, in Performance Management Systems: A global perspective, ed A Varma, P S Budhwar amd A DeNisi, Routledge, Abingdon Tesco Torrington, et al (2008) Human Resource Management (7th Ed), Essex, Prentice Hall