Reward and Performance roles and resp session 3.pptVIP

Reward and Performance Roles and Responsibilities Stakeholders “Any group or individual in an organisation who can effect, or is effected by, the achievement of the organisations objectives” (Freeman 1984) Who should be responsible? Employers- line managers. Employees. HR Department. Peers. The role of the line manager CIPD view; “Enhancing the individual/line manager relationship, encouraging line managers to build positive relationships with individuals based on trust and empowerment.” (CIPD 2010) If there is an; understanding that it is a tool for line managers and its success will depend on their ability to use it effectively. (CIPD 2010) What should the line manager do? Set Objectives Regularly review what is going on Support and direct Review objectives Appraise Be approachable Feedback Role model good behaviours Setting objectives Specific Measurable Achievable/agreed Realistic/relevant Time-bound What should the employee do? Agree objectives Try to achieve them Raise any issues Request appropriate development Participate in self development Feedback What should HR do? Develop strategise to facilitate good performance and reward policies Provide mechanisms to record activity Illustrate best practice Train and develop managers Benchmark Support the process What should your peers do? Support Feedback Role model The role of the line manager Line managers brought to the forefront of corporate change initiatives Rather than channelling through trade unions Decentralisation, financial autonomy and responsibility Cost cutting Why are line managers so critical to the organisation? Performance is a function of Ability, Motivation and Opportunity: P= f(A+M+O) AMO is at the heart of Strategic Human Resource Management generating discretionary behaviour This equation and theory forms the central element of the “People and Performance Model” (Purcell, Kinnie and Hutchinson, 2003) The model will not work without effective line