This assessment is a Critique of Performance Management Frameworks.

A detailed description of the rationale, purpose and tasks is provided below

Rationale

A core feature of this course is developing students' ability to think critically about real business cases and problems, and to effectively communicate thoughtful, theory-based recommendations for improving performance management practice. The first assessment - Critique of Performance Management Framework is meant to expose students to a variety of performance management frameworks that students may encounter and be expected to analyse and use in an HR-related job, as HR consultants, as managers/supervisors, or in a situational interview. Moreover, this assessment tests students' ability to do this a realistic context that involves actual performance management problems, full access to any resources they wish to draw upon (i.e., open-note), analysing problems in real-time, and selling recommendations to sceptical managers, drawing on team collaboration and individual efforts. When HR professionals face an issue that requires an intervention they often turn to good practice examples and use of models or frameworks developed in research. This first assessment places you in that situation where you are exploring models or frameworks that have emerged from practice and have been discussed in the research. You are also required to consider any ethical implications of the performance management frameworks.

Purpose

For the first assessment task, you are required to critically analyse and evaluate two performance management frameworks. You are expected to assess the two performance management frameworks by summarising, evaluating, and judging the credibility and application of the frameworks to performance management issues and practices. You will use material from the seminars, literature, or any of the sources such as course readings. The focus should be on critical evaluation of the two performance management frameworks and an overview of any related ethical issues.

Tasks (1000 words for the report)

1. Select two theoretical models or frameworks from those we have discussed in the seminars or those you have researched yourself.

THIS IS THE MODELS CHOOSEN;

• A Strategic Model of Management of Performance (Nankervis et al., 2023)

Performance Management Process THE UNIVERSITY OF QUEENSLAND Step 1 Leaders set organisation, division, & department Step 8 goals Step 2 HR decisions are made - Managers and employees pay, promotions, training, set objectives and etc discuss behavioural expectations Step 7 Step 3 Managers and employees Managers and employees hold formal review hold ongoing sessions performance discussions Step 4 Step 6 Employees provide input Managers rate on own perceptions of performance performance Step 5 Knowledgeable rating sources provide input on employee performance Pulakos, E.D. (2009). Performance Management: A New Approach for Driving Business Results. Chichester:Wiley-Blackwell CRICOS code 000258 62[MGTS3607] THE LIMVERSITY OF QUEENSLAND A STRATEGIC MODEL OF MANAGEMENT OF PERFORMANCE FIGURE 8.2 A strategic model of management of performance Dynamic environment Vision Performance Human Performance management Strategic Human business plan resource management . Performance review resource plans and strategies . Employee counselling strategy policies and processes . Employee discipline Key . Absence management stakeholders . Termination Dynamic environment Nankervis, A., Baird, M., Coffey, J., & Shields, J. (2023). Human Resource Management. 11th edition. Victoria, Australia: Cengage CRICOS code 00025B 37