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Improving performance management, part 1 Print Page Your first Individual Assignment in this module is an evaluation of the performance management system in an organisation with which you are familiar. In Week 1, you prepared for this Assignment by choosing an organisation that has a performance management system in place. This week you will conduct an analysis of the performance management system in the organisation you selected. To prepare for this Individual Assignment: • Review case 1.1 in your textbook (Aguinis, 2012), which presents a set of ‘ideal’ characteristics for a performance management system. To complete this Individual Assignment: • In 1,500 words, use the ‘ideal’ characteristics checklist (Aguinis, 2012) to evaluate the performance management system of the organisation you chose in Week 1. • In your evaluation, identify the strengths and weaknesses of the performance management system and make recommendations for improving the system. Be sure to use ideas and concepts from your readings and other research. • As part of your evaluation, formulate a ‘test case’ describing an individual with a performance problem and discuss how the performance management system as it exists would or would not support this individual. Include an assessment of how the person responsible for conducting the individual’s performance evaluation would obtain performance information, determine whether/how to use formal performance management approaches to address the problem, what process would be followed and which stakeholders would be involved. This assignment is graded. See the rubric for specific grading criteria. Submit your Individual Assignment. Note: Please use the provided references in the assignment as the instructor will check the citation and the reference. Use it if it relates to the assignment. Aguinis, H. (2012) Performance management, 3rd ed. Upper Saddle River, NJ: Pearson Prentice Hall. • Chapter 9, ‘Performance management skills’ Armstrong, A. (2014) Armstrong’s handbook of performance management: an evidence-based guide to delivering high performance, 5th ed. London: Kogan Page. • Chapter 14, ‘Performance management and employee engagement’, pp.207-214 Armstrong’s Handbook of Performance Management: An Evidence-based Guide to Delivering High Performance, 5th Edition by Armstrong, A. Copyright 2014 by Kogan Page Limited. Reprinted by permission of Kogan Page Limited via the Copyright Clearance Center. Armstrong, A. & Baron, A (2004) Managing performance: performance management in action, 2nd ed. London: CIPD. • Chapter 11, ‘Managing underperformers’, pp.135-140 Managing Performance: Performance Management in Action, 2nd Edition by Armstrong, A.; Baron, A. Copyright 2004 by Charted Institute of Personnel and Development. Reprinted by permission of Charted Institute of Personnel and Development via the Copyright Clearance Center. Dahling, J. J. & O’Malley, A. L. (2011) ‘Supportive feedback environments can mend broken performance management systems’, Industrial and Organizational Psychology, 4 (2),pp.201-203. Diamante, T. (2009) ‘Authentic performance: the valuation of behavior as a negotiated business outcome’. In: Smither, J. & London, M. (Ed.) Performance management: putting research into action. San Francisco, CA: Pfeiffer, pp.491-526. Performance Management: Putting Research into Action, 1st Edition by Smither, J.; London, M. Copyright 2009 by John Wiley & Sons - Books. Reprinted by permission of John Wiley & Sons - Books via the Copyright Clearance Center. Mone, E., Eisinger, C., Guggenheim, K., Price, B. & Stine, C. (2011) ‘Performance management at the wheel: driving employee engagement in organizations’, Journal of Business Psychology, 26 (2), pp.205-212.



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