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A critical evaluation of performance management and development processes within Otis PLC
as a basis.
3. Greater involvement by line management
Historically, managers have seen performance management and other related tasks as the responsibility of HR. The recent restructure placed significant responsibility on first line managers for the development of their teams. For the first time they are being given training in people management techniques and their administrative workload has been significantly reduced.
This is important in the light of the findings of McGovern et al (1997:14) that attempts to devolve HRM practices were
“Undermined by limited resources – particularly for training – and the equation of performance with cost cutting in order to satisfy short term financial control criteria.”
For the future it is important that line managers should be measured as much on their ability to build and maintain teams as on their achievement of short- term results. This would, however, require a change of approach from more senior managers.
4. Invest time and effort in field employees
The division between field and staff employees should be brought to an end with all employees having the benefit of regular reviews of performance and development needs. Improvement in field performance is the greatest potential source of improved results for the organisation. In addition, the introduction of a focus on improved development opportunities is likely to offset the negative effects of an increase inactive performance management.
I believe that by adopting these recommendations the organisation’s performance management and development system would come close to meeting Armstrong and Baron’s (1998) model of a strategic and integrated approach that effectively addresses both performance management and development issues.
Author Year Title Publisher: Location
Armstrong, M and Baron, A 1998 Performance Management: The new realities IPD: London
Bevan, S and Thompson, M 1991 Performance management at the Cross-roads Personnel Management Vol. 23 No. 11 36 - 39
Crabb, S 1990 “On the right track to high performance” Personnel Management Plus August:14-15 cited in Harrison, R, 1997,Employee Development IPD: London
Fowler, A 1995 How to decide on training methods, People Management Vol. 1 No. 25 36-37 cited in Harrison, R, 1997, Employee Development IPD: London
Gammie, A 1995 Developing individual performance measures
in Walters M ed. The Performance Management Handbook IPD: London
Harris, V 1995 Moving ahead on cultural change People Management Vol. 1 No. 6: 30 –33
cited in Harrison, R, 1997,Employee Development IPD: London
Harrison, R 1997 Employee Development IPD: London
Harrison, Roy 1998 [next page]