Performance Management
Assessment 1 – Case Study
Lecturer:
Email:
Student: XXXXXXXXXXXXXXXXXX)
Email: XXXXXXXXXXXXXXXXXX Assessment: 1 – Case Study
Word count: 2986 (The word count for this assignment is less) Due : Date
CONTENTS
Page
1.0 Introduction 3
2.0 Long and short term issues evident in the case 4
3.1 – Jack’s career in context 4 3.2 – Evidence of emergent job dissatisfaction 5 3.3 – Team impact and tests for leadership 7 3.4 – Long term issues 7
3.0 Resolution pathways for the Branch Manager 8
4.5 - Team Leadership and trust – encouraging constructive interactions 8 4.6 - Addressing neglect behaviours 9
4.0 Considerations for senior management 10
5.7 – Strategic gap 11 5.8 - Articulating the business strategy layer 12 5.9 – Strategic HRM policies 13
5.0 Conclusion 14
6.0 References 15
APPENDIX 1 – Assumptions 16
a) Company assumptions 16 b) Jack White, Asset Manager and Dave Navarro, Branch Manager 16 c) Excerpt from the company’s organisation chart 17
APPENDIX 2 - SWOT Analysis 18
APPENDIX 3 - Marking Criteria 19
1.0 Introduction
Performance management is an integral pursuit for successful companies, providing avenues by which employee motivation, commitment and satisfaction can be usefully articulated with the strategic goals of a business. Transparent, engaged and efficient performance management policies ultimately deliver better outcomes not only for the business and employees, but also for customers (McCune, 1989), adding further resonance to the significance of performance management within the current global economic context.
The purpose of this paper is to draw out the long and short term performance management issues that are both evident and implicit in the supplied case
Lecturer:
Email:
Student: XXXXXXXXXXXXXXXXXX)
Email: XXXXXXXXXXXXXXXXXX Assessment: 1 – Case Study
Word count: 2986 (The word count for this assignment is less) Due : Date
CONTENTS
Page
1.0 Introduction 3
2.0 Long and short term issues evident in the case 4
3.1 – Jack’s career in context 4 3.2 – Evidence of emergent job dissatisfaction 5 3.3 – Team impact and tests for leadership 7 3.4 – Long term issues 7
3.0 Resolution pathways for the Branch Manager 8
4.5 - Team Leadership and trust – encouraging constructive interactions 8 4.6 - Addressing neglect behaviours 9
4.0 Considerations for senior management 10
5.7 – Strategic gap 11 5.8 - Articulating the business strategy layer 12 5.9 – Strategic HRM policies 13
5.0 Conclusion 14
6.0 References 15
APPENDIX 1 – Assumptions 16
a) Company assumptions 16 b) Jack White, Asset Manager and Dave Navarro, Branch Manager 16 c) Excerpt from the company’s organisation chart 17
APPENDIX 2 - SWOT Analysis 18
APPENDIX 3 - Marking Criteria 19
1.0 Introduction
Performance management is an integral pursuit for successful companies, providing avenues by which employee motivation, commitment and satisfaction can be usefully articulated with the strategic goals of a business. Transparent, engaged and efficient performance management policies ultimately deliver better outcomes not only for the business and employees, but also for customers (McCune, 1989), adding further resonance to the significance of performance management within the current global economic context.
The purpose of this paper is to draw out the long and short term performance management issues that are both evident and implicit in the supplied case
References: Farrell, D. 1983. Exit, Voice, Loyalty, and Neglect as Responses to Job Dissatisfaction: A Multidimensional Scaling Study. Academy of Management Journal Vol. 26 Issue 4: 596-607 Farrell, D., C Fletcher, C. and Williams, R. 1996. Performance Management, Job Satisfaction and Organizational Commitment. British Journal of Management Vol. 7 Issue 2: 169-179 Hagedoorn, M., N Khilji, S. E. and Xiaoyun, W. 2006. 'Intended ' and 'implemented ' HRM: the missing linchpin in strategic human resource management research. International Journal of Human Resource Management 17, no. 7: 1171-1189 McCune, J Robbins, S.P., Millet, B. & Walters-Marsh, T. 2004. Organisational Behaviour. 4th Edition, Sydney: Prentice Hall Roche, E., A Stone, R. J. 2008. Managing Human Resources. 2nd Edition, Milton: John Wiley & Sons Australia, Ltd White, M., S