Performance & Reward Management

Paper Summary:

The paper discusses the personal experience of a project manager for a software developer. The paper starts with a theoretical description of performance management and then refers to the actual practical experience as a team leader, following the particularities of the software industry. The paper presents the performance appraisal and performance reward tools used in this organization, drawing the relevant conclusions.

Outline:
Introduction
Performance Management
Experience
Performance Appraisal
Reward and Motivation
Analysis of the Experience
Conclusion

From the Paper:

"In the increasingly competitive current business environment, the difference is often made by the capacity of the organization's employees to better perform than those of other companies. This means that the competitive advantage is often achieved by the employees being more productive, more efficient in completing their office assignments. A lot of this employee productivity comes from the employer's capacity to properly evaluate the organization's necessities, along with the company's capabilities to supply these. Further more, the company's management needs to evaluate individual employee performance and decide on the means by which this can be improved, as well as the motivation instruments that can be used."

Sample of Sources Used:

• McNamara, Cart. 2007. Performance Management -- Basic Concepts. Adapted from Field Guide to Consulting and Organizational Development. On the Internet at http://www.managementhelp.org/perf_mng/perf_mng.htm. Last retrieved on August 20, 2007
• Campbell, J. P., Gasser, M. B., & Oswald, F. L. (1996). The substantive nature of job performance variability. In K. R. Murphy (Ed.), Individual Differences and Behavior in Organizations (pp. 258-299). San Francisco: Jossey-Bass.
• Campbell, J. P., McHenry, J. J., & Wise, L. L. (1990). Modeling of job performance in a population of jobs. Personnel Psychology, 43, 313-343.
• Fox, S., Spector, P. E., & Miles, D. (2001). Counterproductive Work Behavior (CWB) in Response to Job Stressors and Organizational Justice: Some Mediator and Moderator Tests for Autonomy and Emotions. Journal of Vocational Behavior, 59, 291-309.
• Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations (pp. 71-98). New York: Jossey-Bass.

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