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ve progress and
performance. As a tool to monitoring performance, the council does an
internal Assessment (not linked to the government set BVPI's)
involving one year and three year measurable outcomes. Many of the
three-year outcomes deal with continuous improvement and change,
through the implementation of the new Information System (IS). The
council also focuses on delivering effectively and efficiently the
ongoing and new operational HR activities that are more closely linked
with customer requirements.

The HRM issues needing to be addressed are resourcing, organizational
and employee development, communication and consultation, performance
management and reward recognition.

Performance and Reward Management
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Performance management systems are increasingly seen as a way to
manage employee performance rather than relying on appraisal alone.
(Torrington & Hall, 2002)

The system should not be limited to just the setting of individual or
team performance standards, measuring performance through appraisals
and reviews and identifying training and development needs. At ABC
County, the cascade of strategic aims of individual performance is
mapped. One and three year outcomes using measurable targets are used
as an internal assessment of the progress. The Best Value Review
carried out the previous year highlighted the areas of concern:
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* Local priorities over powered by central government targets.

* Professional visions and values were at discord with that of the
county council's

* Inconsistent Performance management culture with examples of good
and poor practice identified.

* Irregular Individual performance appraisals.

* Poor performance were not backed by strong leadership

* Language tough to comprehend

* Relevance of performance monitoring not communicated to all levels

* Performance monitoring considered tedious and distracting by line
managers

* Improper use of information gathered- "blame culture"

* Good performance not encouraged through rewards.

These issues can be tackled by an effective performance appraisal
system such as the MBO (Management By Objectives) technique.

" Performance appraisal data can determine employee rewards and are
also used as predators in the human resource planning, recruitment and
selection process".

-Bratton & Gold (1999)

The reasons for performance review are many:

* Assessment of training and development needs

* Improvement of current performance

* Review past performance

* Asses future potential and promotability

* Assist career planning decisions

* Set performance objectives

* Asses increase in pay -Bratton & Gold (1999)

In general, a performance appraisal includes firstly, the
determination and communication of certain performance standards. This
is followed by the measured performance that is then compared with the
set standards to consequently take required measures. These may be
either corrective or rewarding. An effective performance appraisal
system must incorporate the following essentials, these include mutual
trust; clear objectives; sta