The paper “ Remuneration and Performance Management in General Motors” is a cogent example of the case study on management. Basically, the performance management system is made up of people and process constituents with the process constituent entailing items like rating criteria, job descriptions; performance appraisal debates time, as well as recognition and reward systems. The fundamental element of the people constituent is the director, who steers the system by laying down prospects, communicating strategies, supporting development, and receiving as well as providing feedback. For this reason, the study seeks to provide a critical analysis pertaining to the performance management system in General Motors (GM).
This will be achieved by a brief overview of GM organizational culture, business strategy, and business environment. Furthermore, the study will evaluate GM’ s performance management system, propose necessary improvements; outline contingency factors that can be considered; and, illustrate if the reward and compensation system is compatible with GM’ s performance management system. 1.0 IntroductionThere has been an attentive movement across the globe toward transparency and accountability in public companies over the previous two decades, starting with the New Public Management movement that began in the early 90s (Helm, Holladay, and Tortorella 51).
Arguably, this movement has generated innumerable recognized structures on the design and enforcement of performance management systems, addressing not only the measurement of accomplished results but as well the likelihood to empower managers to comprehend their working settings as well as to assess outcomes. Whereas the design and enforcement attributes of performance management are modified to conform to the unambiguous necessities of every company, nearly all systems work around the three key subsystems of schedule, functionality, and assessment. GM has progressed on making use of performance management systems to incarcerate the fundamental intricacies of transparency and accountability; yet, practice and research have revealed that performance management is growing as a successful managerial approach in most companies (Lega and Vendramini 15).
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