Essays on Analysis of Sue Davenport - Human Resources Director Case Study

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The paper "Analysis of Sue Davenport - Human Resources Director" is a good example of a management case study.   The development and growth of a firm are dependent on the level of ethical standards upheld by the employees. These standard are governed by the process of performance management which is responsible for the governing of performance regarding recruitment, staffing and performance appraisal. Performance management is also responsible for the improvement of an organisation through both team and individual growth and development. Activities aimed at personal and team growth includes the restructuring of organisational goals to be aligned with not only the top manager’ s goals but also of the employee, to establish effectiveness and efficiency in regards to the achievement of these aims.

For an organisation to successfully integrate the performance management process, they must meet the ethical standards that govern this process. The standards include transparency and consistency in the different processes that are performed underperformance management such as performance appraisal and reward methods which have become a global issue questioning the whole process. The case study of Sue Davenport, Human Resources Director, will help define the performance management process, it is ethical standards in regards to employees and leadership in an organisation.

It will also assist in the definition of performance appraisal on the different methods and the transparency of the whole process. PERFORMANCE MANAGEMENT Armstrong and Baron (2004) explain performance management as the process through which an organisation’ s goals determine the standards of the organisation through the assignment and evaluation of delegated work. The level of performance on the delegated task call for reward in most organisation as a means of performance appraisal.

Performance evaluation over the years has been linked to performance management as one of the major factors that influence performance in an organisation to the extent that one can be used in the place of another (Deming, 1986). According to Kurt, (2004) performance appraisal is defined as the management tools which are designed to foster communication at work, improve the output of quality of work, and promote the personal development and accountability of an individual. This concept of performance appraisal is argued by Derven (1990) who states that it requires the legal evaluation of individuals on employee’ s performance. The case study of Sue Davenport requires the understanding of the ethical issues that affect performance management under the principle of performance appraisal.

Such matters include ethical performance, bullying and disciplining on both the employer and the employees. All the above issues are analysed and discussed under the process of performance management. ETHICAL PERFORMANCE In our study case, ethical performance is looked at under leadership and its organisational structure. Underperformance management, a leader is expected to conduct themselves with absolute high standards since they oversee all the operations concerned with the administration and performance evaluation of the company, individuals and teams.

Ethical leadership is necessary for the running of every business, that is, it is a major component of the management of its growth and development. In general, five principles set the standards for an ethical leader and are discussed under justice, respect, community, honesty and service. On the case study of Sue Davenport, the analysis of the standard of ethics of leadership will be under justice, service and honesty.

References

Armstrong M and Baron A (2004), ‘Get into Line’, People Management, Vol. 10, Issue 20 CIPD

Armstrong M and Baron A (2005), Managing Performance, London CIPD.

Beswick, J, et al., (2006), Bullying at Work: a Review of the Literature, HSE, Publication WPS/06/04, Buxton Derbyshire.

Covey, S. R. (1990). Principle-centered leadership. New York: Fireside.

Einarsen et al., (2003), Bullying and Emotional Abuse in the Workplace: International Perspectives in Research and Practice, Taylor and Francis, London.

Kouzes, J. M., & Posner, B. Z. (1995). The leadership challenge: How to keep getting extraordinary things done in organizations (2nd ed.). San Francisco: Jossey-Bass.

Lutgen-Sandvik, P., (2007), Burned by Bullying in the American Workplace: Prevalence, Perception, Degree and Impact Journal of Management Studies,44:6 September 2007

Mcnamara, C., (2000). Performance measurement and management: Some insights frompractice. Australian Accounting Review, 15(35), 14-28.

Rawls, J. (1971). A theory of justice. Boston: Harvard University Press.

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