The paper “ The Human Resource Practices of Performance Management and Recruitment in Valve Company” is a meaningful variant of case study on human resources. The various aspects of the performance management of Valve are explored. For instance, the aspect of sustenance of organizational values such as concern for persons and offering an equal opportunity to all individuals is discussed. In addition, the aspect of encouraging behavior that is discretionary among organization members is discussed. Further, the aspect of performance management as a flexible and ongoing process that involves managers and those working under them co-operating as partners is discussed.
Also, it examines the 360-degree feedback model of performance management in the Valve context. The recruitment human resource practice of Valve is also discussed in the report in terms of how the company attracts and its job specification. In addition, the competency-based approach of recruitment within Valve is discussed. Finally, recommendations and a conclusion are made in light of the report. The report delves into human resource practices of performance management and recruitment in Valve. It examines the 360-degree feedback model of performance management and the competency-based approach of recruitment within the Valve Company context. Performance managementPerformance management entails the methodical process of enhancing results at an individual as well as at the team level (Price 2011).
It involves the translation of advocated values into values being utilized by an organization. It is also concerned with the sustenance of organizational values such as concern for persons and offering an equal opportunity to all individuals (Armstrong & Taylor 2014). Valve has an organizational structure that is nearly entirely flat due to the founders’ strong belief in creating an environment that is conducive as well as capable of enhancing innovation and productivity (Silverman & Linebaugh 2012).
The implication is that there is no hierarchy at Valve; every organization member is a manager and is not a designated to supervise or manage anybody. Therefore, Valve has a dissimilar organizational structure as compared to other gaming companies that have a hierarchical company structure such as Zynga. The rise to a management role in a particular project by a person is reliant on specific skills required in a specific project.
In addition, persons usually acquire wide knowledge in other areas that are not their domain of specialization as a result of the unique organization environment at Valve (Silverman & Linebaugh 2012). The implication is that persons can initiate and even lead a project in an area that is not within their career specialization. Consequently, persons have an equal opportunity to rise to management roles in diverse projects depending on their skills and the project’ s skill requirement. Ulrich (2013) postulates that performance management is a flexible and ongoing process that involves managers and those working under them co-operating as partners.
However, the collaboration has to be in a structure that lays down the best mechanism of their working together in attaining optimal outcomes. Valve encourages its employees to partner to jointly work in a co-operative way so as to add value to stakeholders. The entire company is configured around the idea of organization members being able to work together in decision-making within highly creative as well as technical spaces. Further, the initiation of any project is enriched by a wide consultation afforded by Valve’ s company structure (Silverman & Linebaugh 2012).