Essays on Managing Performance: Performance Management in Action Literature review

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The paper "Managing Performance: Performance Management in Action" is a brilliant example of a literature review on management. This paper is a description of self-evaluation, self-reflection of knowledge acquired in the classroom, and the attempt to plan for future developments in the performance and talent management. It also goes further to consider the most crucial learning points acquired throughout the course while at the same time incorporating reflection on the strengths and weaknesses observed and various recommendations aimed at improving the weaknesses to ensure future success. The paper will not only analyze academic and other formal aspects of class experience but also explores the crucial interpersonal aspects of learning.

In addition, the paper seeks to develop concepts that are crucial for both professional and vocational success in future careers. As Fraser & Bosanquet (2006) point out, every well-calculated school curriculum is subject to scrutiny and is expected to deliver theoretical and practical knowledge that will eventually prepare individuals for future corporate development. However, scrutinizing the validity of the curriculum and designing the appropriate formal structure is just an aspect among several other aspects of ensuring the efficiency of the curriculum.

Transformation begins with formal education from classroom lectures to field research and practices. Accordingly, this self-reflective paper will examine the utilization of communication skills, oral teaching, and listening skills in considering self-management in evaluating performance and talent management in organizational situations. In conclusion, this report is my own individual reflection and evaluation though, where necessary, the report will refer to theory and other works published by researchers of performance and talent management and other authorities. The report is organized into four sub-topics that include skills learned, lessons learned from the group, personal strengths and weaknesses, and group strengths and weaknesses.

References

Aguinis, H. (2009). Performance Management. New Delhi: Dorling Kindersley India Pvt. Ltd.

Armstrong, A. & Baron, A. (2005). Managing Performance: Performance Management in

Action. London: CIPD.

Becker, B. (2011). Guidelines for implementing and HR scorecard, The HR Scorecard, Harvard Business School Press, Boston, pp .183-205.

Braken, D. & Rose, D. (2011). When does 360-degree feedback create behaviour change? And how would we know it when it does? Journal of business Psychology, 26, p. 183-192.

Bolton, G., 2005. Reflective Practice: Writing and Professional Development, (2nd Edition),

London: Sage.

Davis, M. (2003). Barriers to reflective practice: the changing nature of higher education. Active

learning in higher education, 4(3) pp. 243-255.

Elliot, A. (2001). Concepts of the Self. Cambridge: Polity Press.

Fraser, S. & Bosanquet, A. (2006). The curriculum? That is just a unit outline, isn't it? Studies in

Higher Education, 31, pp. 269-284.

Fulk, H. et al, (2011). Team management by objectives: Enhancing developing teams’ performance, Journal of Management Policy and Practice, 12(3), pp. 17-27.

Guest, D. & Conway, N. (2004). Employee Well-being and the Psychological Contract: A Report for the CIPD. Cambridge: Chartered Institute of Personnel and Development.

Hofstede, G. (2003). Cultures and Organizations: Intercultural Cooperation and its Importance

for Survival. London: Profile Business.

Jesen, A. & Eskerod, P. (2009). Stakeholder Analysis in Projects: Challenges in using Current Guidelines in the Real World. International Journal of Project Management, 27(4), 335- 343.

Salaman, G. et al. (2005). Strategic Human Resource Management: Theory and Practice. London: Sage Publications Ltd.

Sonnetag, S. (2002). Psychological Management of Individual Performance. London: John Wiley and Sons, Chichester.

Zhang, S., Tremaine, M., Milewski, A., Fjermestad, J. & O'Sullivan, P. (2012). Leader delegation in global software teams: occurrence and effect, Electron Markets, vol. 22, pp. 37-48.

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