The paper "How HRM at Stride Treglown Can Improve Organisational Performance through Performance Management and Rewards" is a good example of a human resources case study. Stride Treglown is an architectural consultancy company that holds nine offices across the United Arab Emirates and the United Kingdom. The firm is an employee-owned practice that employs over three-hundred workers. The employees based include architects, Technicians, Technologists, landscape architects, interior designers, town planners, project managers, graphic designers, sustainability consultants and HR administrators. The firm is the fourteenth largest architectural practice in the United Kingdom with its head office in Clifton.
The firm has a turnover of 19 million dollars. Drawing from the Stride Treglown case study, this essay critically analyses how human resource management at Stride Treglown can enhance organisation performance and provides recommendations for improvement. The essay focuses on reward and performance management. One of the most essential aspects of a business organisation is its human capital and HR strategy. Efficient and effective management of human capital facilitates the achievement of an organisation’ s strategic objectives. Failure to manage human capital effectively instigates reduced profits and productivity and destroys the reputation and image of a firm.
Highly skilled and motivated employees help a firm to offer superior products and promote operational effectiveness in a firm. Therefore, human capital is considered the most essential component of competitive advantage in organisations. Although firms consider human resources as a distinct asset that offers sustained competitive advantage, they encounter challenges in their performance management and reward policies. It is through effective human resource management that firms attain a competitive advantage. This paper contends that although Stride Treglown has attained major success in the field of Architectural consultancy, the firm should implement effective performance management and reward strategies to keep its employees motivated and improve organisational performance. As regard performance management, the value of performance management is recognised as helping executives to hold their managers answerable for attaining their mandates and promote useful motivational efforts, sanctions and reward to enhance the overall performance of a firm.
Hernandez (2009) defines performance management as the integration of performance appraisal systems with the extensive human resources systems as a way of aligning the work behaviours of employees and the organisational goals.
Herbandez(2009) further asserts that performance management should be a constant interactive process developed to promote the capability of employees and facilitate productivity. Cladwell (2002) defines performance management as a proactive partnership amid the management and employees that assist workers to perform at their best and align their contributions with organisational initiatives, goals and values. According to Ammons (2015), performance management is more than just a measurement of performance, but a series of actions of management. Successful performance management systems necessitate executive commitment, although they are less dependent on executive decision-making.
Through the performance management, managers and employees operate together to plan, monitor and assess a worker’ s work goals and the general contribution to the firm. Effective performance management systems ensure that the performance of an employee contributes to the objectives of a firm. Performance management brings together scores of components of excellent people management practices including organisational development, performance measurement and learning and development. Performance management does not take place automatically but requires the management to be proactive. It is up to a firm’ s management to take initiative to establish performance management.
It must be understood that performance management involves employees and management. It is not something that managers do to employees but requires involvement or partnership between employees and management. As a result, performance management cannot bear fruits if one party is committed and the other party is not committed. The major ingredient of performance management is the partnership amid managers and employees. At Stride Treglown, performance management is informal and entails daily feedback, advice from team leaders and discussions. The fact that Stride Treglown makes its performance management regular, employees are able to improve their performance and that of their organisation.
The firm engages team leaders in assessing the performance of their team members. The team leaders conduct regular meetings aimed at discussing the performance of their team member. However, regular meetings are conducted based on the project. Although the firm believes that its workers are self-driven, it acknowledges that performance management is essential. Based on the case study, Stride Treglown does not conduct regular performance appraisals citing that the firm’ s employees hold the capacity to champion their own cause.
In addition, the firm’ s management realised that the yearly performance conversation was not helping employees in acknowledging their mistakes and rectify them. In this view, the management introduced a strategy where employees can converse with anybody they wish and can request for formal performance appraisal when they deem necessary. Employees are set free to seek coaching, mentoring and networking advice. Team leaders are also required to augment informal feedback. However, the firm acknowledges that its performance management requires improvements.
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