Drawing upon research evidence, provide a justified argument for the adoption of collaborative as opposed to punitive approaches to managing and enhancing employee performance. (AC 4.1)
According to Buckingham (2018), performance management comprises two primary components: managing, monitoring and improving performance. These exercises are composed of constant work on performance indication and employees’ improvement, along with workers’ performance standards, noted by CIPD (2022). The fact that managing and improving performance should be seen as two separate elements, not a combination, is very important to keep in mind because if you do not do that, you will not get the best outcomes.
Grading worker’s productivity is a part of the aversion-consequences approach to performance evaluation (Neal et al., 2018). On the other hand, these punishments level, on this side, could be in the form of administrative measures like deductions or loss of vanities like wage cuts. The penalty approach can be either employed as retribution for past or current underperformance or as a preventive measure to stop subpar performance in the future.
Implementing a punitive approach to performance management can have two benefits: it leads to a short-term increase in the productivity level of the employees and has become a factor in pulling down the whole process to the level of minimal requirements (Trevino and Weaver, 2010). Nevertheless, as is known by Taylor (2021), when deciding on disciplinary measures, appropriate attention should be paid to the fact that when staff do not participate in their assigned duties, especially in cases in which they are unwilling to do so, there is a risk of harm. Employers should pay attention to the possibility of legal action, especially the complaints of the claim of wrong termination. As a way of providing fairness, Taylor suggested that proper practices should be followed and dangerous consequences be enforced that are justifiable, constructive, and consistently enforced.
Nevertheless, with the disciplinary approach being out-of-date and fruitless, the utilization of this approach seems to be objectionable. It has been criticized for creating a toxic atmosphere in the workplace where trust is gone and creativity is going down. Without any self-motivation, self-directedness, and commitment in virtue of their work, these workers may decide to leave their jobs thus causing a ripple effect that can raise levels of attrition rates. Although companies may be faced with many challenges during the crisis, they must exhibit restraint while implementing disciplinary rules and measures to avoid creating ambiguity and allegations of unfair or partial implementation.
Certain jobs may involve a higher risk to personal safety, for example, the ones that involve the use of heavy machinery or emergency services. The cooperation of the workforce as a team is a constant requirement that paves the path to the superior performance of any organization (Ranjan, 2021). Work on keeping high-stress situations under control. Payments are likely to provide better management results than punishment. These approaches are intended to boost the workers’ motivation and participation, thus making them do better. This finding of Purcell illustrates the fact that these well-motivated workers tend to do more than they due in pursuit of better performance (Purcell, 2003). Making performance an objective is one of the most important activities to succeed in a competitive world.
As Ranjan (2021) points out, collaboration is a management approach that is different from others because it supports the growth, mentoring, and ongoing feedback that leads to improvement. Furthermore, teamwork without reprisal will result in an increase of trust amongst the managers and the staff, leading to great engagement and satisfaction in the job. In 2020 the Chartered Management Institute discovered that, apart from helping a manager to stay on track and to set the right focus (measurable goals and performance objectives) the most helpful performance management strategies (peers’ support and stakeholders’ involvement) are equally effective as any other.
At the same time, we discovered a strong relationship between a society that gives great regard to constant learning and top-notch skills and the level of performance, when these skills are applied and new challenges are overcome. The application of the development talks and the regular feedback will help you to know the progress of the employee toward both organization and personal objectives. Furthermore, these interactions supply a medium for evaluating the current performance as well as coming up with ideas for future objectives.
Effective performance management is highly dependent on the manager’s training and coaching skills honed through proper mentoring methods. Nevertheless, this is not always the case because of the manager’s ability or attitude. In some organizations, no separate posts of task manager and line manager exist. Rather, the appointments are based on technical performance, not on the capacity to manage people effectively (CIPD, 2022).
Successful performance management is reachable through the collaborative, co-participating approach that willingly involves people. Although the quick and easy punitive methods may seem attractive at first, research has proven that they are not effective in producing the desired results. Nevertheless, there is solid evidence that a cooperative strategy is the most efficient way to use performance. Therefore, such an approach must be embraced and effort directed towards the realization of set goals with self-belief.
The Civil Service is used to holding regular discussions on personal growth as a standard practice. These issues may be discussed and documented within the HR system. On the other hand, the supervision is not strict enough to guarantee that all civil servants are given these possibilities, which leads to the divergence of their results among government institutions. The quality of these assessments may also vary because line managers have a lot of autonomy in how they do these discussions.
The workplaces that are enabled by a collaborative team are more likely to have high engagement and motivation of their employees. Even though some high-risk jobs may need more exact measures, employing harsh strategies will cause a culture of fear and disengagement, which in turn will lead to high attrition rates and a workforce that is not pleased. However, the employees who inspire will do their utmost to enhance their work and aid in the organization’s pursuit of its objectives. Companies that tend to use the collaborative system are the ones who see the benefit of having a team that is highly motivated and always willing to grow.
Word Count: 1018 Words.
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reference list |
Use the space below to cite any external sources used in your assessment.
- Boland, T. & Fowler, A (2010) ‘A systems perspective of performance management in public sector organisations’ International journal of public section Management vol.13 no.5 pp.417-46
- Buckingham, M. (2018) ‘Performance Management Is Two Things’ [Online Video]. Available from: https://www.youtube.com/watch?v=8sVydvGUsPw [Accessed Day 01 March 2024].
- CIPD (2022) ‘Performance Management’ [Online]. Available from: https://www.managers.org.uk/knowledge-and-insights/resource/performance-management/ [Accessed Day 06 March. 2024].
- CIPD (2024) ‘Performance management: an introduction’ [Online]. Available from:
https://www.cipd.co.uk/knowledge/fundamentals/people/performance/factsheet [Accessed Day 12 March 2024].
- CIPD (2023) ‘Management Development’ [Online]. Available from:
https://www.cipd.co.uk/knowledge/strategy/development/management-factsheet [Accessed Day 11 March 2024].
- Neale, N. R., Butterfield, K. D., Goodstein, J., and Tripp, T. M. (2018) ‘Managers’ Restorative versus Punitive Responses to Employee Wrongdoing: A Qualitative Investigation’ in Journal of Business Ethics [Online]. Available from: https://ideas.repec.org/a/kap/jbuset/v161y2020i3d10.1007_s10551-018-3935-x.html [Accessed Day 10 March 2024].
- Purcell, J. (2003). Understanding the people and performance link: Unlocking the black box. CIPD. Retrieved from: https://www.cipd.co.uk/knowledge/fundamentals/people/performance/link-factsheet [Accessed Day May 01. 2024].
- Ranjan, R. (2021) ‘Performance Management: Six Best Practices In The New Normal’ [Online]. Available from: https://www.forbes.com/sites/forbesbusinesscouncil/2021/02/12/performance-management-six-best-practices-in-the-new-normal/?sh=427960717b19 [Accessed Day 07 March 2024].
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bibliography |
Use the space below to include any sources referred to but not directly cited (eg books, articles, websites) within your assessment.
- Boland, M. V., & Grant, S. L. (2020). Narrative review of strategies implemented in the workplace to prevent and manage low back pain. WORK: A Journal of Prevention, Assessment and Rehabilitation, 67(4), 645-659.
- Cook, T. M. (1998). Citric acid-induced cough in anesthesia, anesthesia practice, and bronchoscopy. Anesthesia and Analgesia, 87(3), 734-735.
- Gerber, P. J., Vangoitsenhoven, R., & Braet, C. (2006). Assessment of serotonergic functioning and efficacy of selective serotonin reuptake inhibitor treatment in obese children. Body Image, 3(4), 345-350.
Rigglo, R. E. (2018) ‘Why Punitive Leaders Fail’ [Online]. Available from: https://www.psychologytoday.com/us/blog/cutting-edge-leadership/201808/why-punitive-leaders-fail [Accessed Day 10 March 2024].
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