The paper 'Employee Progress Benefit' is a perfect example of a Management Essay. The unitarist approach to employment relations favors the notion that both employees and employers can harmoniously work together by understanding the need s and aspirations of either party. It is an approach that is focused on individual relationships rather than pluralist relationships between employers on one side and employees on the other side which is the approach industrial relations view of the employment relationship. A key element of the unitarist approach of the human resource management approach is performance management which involves setting standards for expected performance towards set goals.
It rewards an employee’ s progress towards the set goals of the organization. Both the employer and the employee benefit from the good performance of the employee as seen from a unitarist perspective. But from a pluralist perspective, the employer and the employee can never have same interests or objectives; the employer wants to get as much labor for as less cost, while the employee wants to get as much pay from lesser labor contributed (Rowley & Jackson, 2010; Deery & Mitchell, 1999).
In light of this understanding, this paper seeks to analyze how performance management benefits both the employees and the employers bearing in mind the deferring interests as highlighted by the pluralist approach and the need to cooperate as highlighted by the unitarist approach. Some of the issues that will help in building a case for the notion that performance management is beneficial to both parties in an employment relation include pay rise as agreed, clear outline and achievement of organizational goals, reduction of conflicts.
Some of the issues to build the case against the argument include the idea that unrealistic goals may be set, external factors are not considered mostly, it may also demoralize employees. One key feature of performance management is a reward and punishment system whereby if employees meet their set goals there is usually a reward to be achieved and punishment for the opposite. It is common for sales representatives to be given a certain sales figure to hit by the end of a particular period. If the don’ t meet it then they can be demoted as indicated by the management as they seek to put pressure on employees to perform.
In the same way that punishment is meted, the reward is given to top performance in the organization as agreed upon in the performance management agreements (de Waal & Kourtit, 2013). This benefits both the employer and the employees as the employer gets to hit the organization's targets and the employee is rewarded mostly with a pay rise. This is the kind of scenario that the human resource management approach emphasizes with rewarding individual effort according to the performance delivered as opposed to industrial benefits which leave the employer at a disadvantaged position of rewarding even non-performing employees to abide by the law (Rowley & Jackson, 2010). Performance management brings about a predictable state of affairs in terms of setting clear goals to be pursued by the employees and the employer in a combined effort.
There is a clear planning process whereby each and every player within the organization understands what is expected of them. This reduces conflict and develops within everybody a resolve to accomplish just what they are intended to accomplish (Count & de Waal, 2009).
It is important to note that in a performance management arrangement, there is constant management of progress towards goal through mutually agreed-upon parameters that help to ensure everybody stays on course towards achieving the collective objective of the organization and in effect achieves individual goals. There is also a clear connection between the management goals and the ambitions and actions of the employees this is not achievable without a good plan that is characteristic of sound performance management (de Waal & Kourtit, 2013).
Armstrong, M., & Baron, A. (2005). Managing Performance: Performance Management in Action. CIPD Publishing.
Brumback, G. (2003). Blending “we/me” in performance management. Team Performance Management , 9 (7/8), 167-173.
Counet, H., & de Waal, A. (2009). Lessons learned from performance management systems implementations. International Journal of Productivity and Performance Management , 58 (4), 367-390.
de Waal, A., & Kourtit, K. (2013). Performance measurement and management in practice: Advantages, disadvantages and reasons for use. International Journal of Productivity and Performance Management , 62 (5), 446-473.
Deery, S., & Mitchell, R. (1999). Employment Relations: Individualisation and Union Exclusion : an International Study. Federation Press.
Lewis, P., Thornhill, A., & Saunders, M. (2003). Employee Relations: Understanding the Employment Relationship. Financial Times Prentice Hall.
Rowley, C., & Jackson, K. (2010). Human Resource Management: The Key Concepts. Taylor & Francis.