英语论文网

y supportive strategy of reward-driven integration, developmental integration and culture management. Figure 2.3: outlines the steps of systematic and integrated performance management.

Figure 2.3: The performance management cycle
Business Strategy

Training and development

1. Setting direction and planning

Resourcing

3.Reviewing

2. Coaching and support

Reward decision

Employee relations

Source: Beardwell and Holden (2001), Human Resources Management, A Contemporary Approach, Third Edition, Pearson Educational Limited p. 538

However it is argued that for performance management to be effective these activities should be carried out throughout the year as normal part of the interaction between employee and manager, and not simply through the annual performance appraisal. All these activities should involve joint problem solving and the acceptance of joint responsibility for action.

Linking Performance appraisal with Pay

Performance appraisal is seen as a major element that forms the bases of any performance management system. Foot and Hook (2002, p. 241) states ' performance appraisal basically entails trying to reward employees for their past work, while hoping that the incentive of a reward will encourage other employees also to strive to work harder in the future.' Bartol and Martin (1998, p. 331) defines performance appraisal as 'the process of defining expectations for employee performance, measuring, evaluating, and recording employee performance relative to those expectations; and providing feedback to the employee.

The link between individual behaviour and organisational performance, effectively linking rewards to a performance management system requires a clear 'line of sight' between individual behaviour and corporate performance. It also requires a view of corporate performance which looks at ends as well as means, and which is not limited to accounting measures.

Foot and Hook (2002, p. 242) further states that 'it is difficult to imagine that a person being appraised is likely to admit to any development need, or be willing to accept any help in their performance, if their salary increase depends on a good appraisal'. It is therefore recommended that employers should in general try to keep reward considerations separate from the other areas of appraisal.

In spite of this advice and research evidence which suggests that performance rated pay (PRP does not always motivate everyone in a work force, many employers think that the offer of an incentive or reward is the only way to motivate employees to work harder, and this is often their main reason for introducing performance appraisal.

However Foot and Hook (2002, p. 242) also went further in stating that great care needs to be taken if appraisal systems are linked to pay. It will be especially important to ensure that the criteria being appraised are objective and free of unfair bias, and that there are genuine opportunities for all employees to be rewarded for their efforts.

Therefore the link between performance and pay is considered Performance Related Pay Torrington and hall, (1996) as cited in Philbean and Corbridge (2002, p. 219) states performance related pay is 'some attempt to relate pay to performance is the domi