The paper "Performance Management and Employee Development" is an outstanding example of a management assignment. Performance review processes aim at managing and improving employee performance. Assessment of performance and providing feedback are good examples of performance review processes. Assessment of performance involves rating or measuring the performance of employees in different performance dimensions (leadership, management, time-keeping, communication, etc) against mutually agreed goals/ criteria. Some of the benefits associated with this process are that it communicates the strengths and weaknesses of employees in different areas and helps to determine the training needs of employees.
Nonetheless, some of the challenges associated with this process are that it can be time-consuming and it leaves room for biasness and ambiguity (Aquinas 2006). On the other hand, providing feedback entails communicating to employees about their actions or performance. Some of the benefits associated with this process are that it enables employees to adjust their behaviours, reduces confusion, and improves employee morale. However, it may also result in tension or resentment especially when negative feedback is provided (Fagerhaugh, 1996). Personally, I think that providing feedback is more effective than an assessment of performance mainly because it is less demanding, it is more specific, can be conducted more regularly and enables employees to fully grasp or understand what they need to do in order to improve their performance (Fagerhaugh, 1996). References Aquinas P. G.(2006).
Organizational behaviour: concepts, realities, applications and challenges. New Delhi: Excel Books. Fagerhaugh, J. (1996). Manager’ s guide to effective, legal performance reviews. Virginia: Capital Information Group. TOPIC 7 – PAY AND REWARDS Questions 13 Realizing pay equity is one of the challenges that HR managers are bound to experience in linking pay to the skill development system.
In skill-based pay systems employees are rewarded based on the skills they possess or the number of different work roles they can do.
ReferenceDundon,T. Wilkinson, A. Marchington, M. & Ackers, P. (2004). “The meanings and purpose of employee voice”. The International Journal of Human Resource Management, 15(6): 1149-1170.