Case Analysis Essay Example
Name of School
Case Study: Royal College Of Nursing Performance Management System
Performance management is the process where managers and employees communicate and work together to make plans, review and even review employee’s performance with the objectives of the organization to find out their contribution to the organization and how best they can improve it. This paper discusses the performance management process in the Royal College of Nursing case study.
When performing performance management the prerequisites in RCN include filling the appraisal preparation form which is filled by the manager and the employee two weeks before the appraisal meeting. While filling the form they consider things like last year’s appraisal, knowledge, skills and competence, ways to improve performance, priorities for the coming year and any training and development that is needed. Performance planning then involves the making of objectives for the coming year and the overall strategic plans while also naming the schools aims and aspirations. Performance execution entails the monitoring of employees progress on a continuous basis and even every six months like it is recommended in RCN. It allows managers to make employees aware of their progress whether good or bad. Performance assessment is the appraisal done on an employee’s performance which involves the line manager who is the appraiser, the employee who is the appraise and the counter signer. In RCN all staff have the right to an appraisal if they work with the organization for more than a year. Performance review entails the continuous monitoring of staff to find out if they need additional development so they can achieve their responsibilities. Finally performance renewal and reconstructing involves completing the appraisal form, and making a summary. A meeting is held where the manager reviews and signs off the documentation of the appraisal.
As a HR director I would recommend they work on the appraisal procedure to make it friendlier to avoid employee tension. Comparing the RCN process to my current organization differences include filling the appraisal preparation form, it does not take place in my organization (Aguinis 2009).
While working for an organization that manufactured and sold alcohol, there was a serious problem with attendance. Employees would come to work late and leave early. Management would try to have the employees sign for their attendance but quickly discovered that friends in various departments would sign in for those who came in late. During appraisals it was discovered as one of the causes of poor performance and lack of goal attainment as employees did work for the required hours causing overlapping in time frames for different projects. In a bid to curb the problem they introduced biometric machines where each individual had to supply their finger prints. It meant that no one could sign in for anyone. Management stipulated that if the minutes that one was late past eight thirty in the morning accumulated to five hours deductions would be made in an individual’s salary. Also if people maintained attendance for the month and never came in past eight thirty rewards were added to their salaries for the people with the best attendance. This was done with the hope that employees would stay at work an since they could not leave before time and all they had to do was work which in turn would lead to better employee production. In this case we see the management rewarding attendance with the hope that employees would work for longer hours and complete their projects on time.
Aguinis, H. (2009). Performance management. Upper Saddle River, NJ: Pearson Prentice Hall.
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