Performance Management System – Evaluations 

Discussion: Performance Management System – Evaluations

The last eight weeks we covered various aspects of performance management. A model is provided that is useful in linking performance management systems with organizational strategic objectives and goals.  It is important to consider carefully who will do evaluations; specifically, what they will evaluate; how the evaluation will be administered; and appropriate measures of evaluation.  Critical guidelines to effective performance systems suggest specific, immediate feedback based on clear, measurable goals delivered by a credible, trustworthy person are desirable.

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Performance Management System – Evaluations 
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Effective performance management systems require cooperation between employees and supervisors to set performance expectations; review results; assess organizational and individual needs, and plan.  Today’s streamlined organizations have fewer employees with broader job assignments and increased responsibility and accountability.  More than ever, organizations need broader measures of employee performance to ensure that performance deficiencies are quickly addressed with employee development programs; behaviors are being channeled toward specific objectives; and appropriate and specific feedback is provided to the employee to assist in career development.

Strategic Human Resource Management –

To prepare for this Discussion, pay particular attention to the following Learning Resources (see attachments) discussed during the eight week course:

Review this week’s Learning Resources, especially:


· Evaluation – Week 7 – See attachment

· Evaluation Measures – See attachment

· Social Responsibility, the SDGs and Human Resources –


Bottom of Form



Post a response to each of the scenarios listed below based on your analysis of the Learning Resources and your professional experience.


1. On an airplane, you find yourself sitting next to an executive whose goodwill is important to you either as a client or as a senior leader of your company. The executive asks, “You said that you are a performance improvement consultant. What exactly does one do?” You have less than 3 minutes (3 short paragraphs) to explain the HPT/HPI processes you use to get results and tie everything back to that executive’s business.


2. What is Corporate social responsibility (CSR) to a company? What is the relationship between CSR and profitability to a company?


3. Due to a down-turn in the economy, your company has been experiencing financial losses in revenue. You have been asked to put together a team that will find 3-5 low-cost or no-cost ways to resource costs by 25% for your company’s main product line. You are being given less 6 weeks to identify and test these cost-cutting measures. If they work in a pilot, you and your team guide the organization through the changes, if not your team will be “redeployed”. With no margin for error, you feel that it is imperative that evaluation be “right” from the beginning. Identify the evaluations and key decisions that need to be made in each of the next six weeks. (Reminder: this isn’t about designing the solutions but the plan to get to solutions.)


4. What is the relationship between a cause analysis and a requirements definition (often a document)? How does one impact the other? How does information flow between the two? Also explain what a “cause analysis” is including what information is needed before starting the cause analysis, what information would be gathered during the analysis and what decisions would be made based on that analysis. Then, explain what requirements are and how they will be used.


5. Explain what a “gap analysis” is including how gaps are defined and measured. Be sure to address how gap analysis relates to needs, requirements, design, project scoping, evaluation and evaluation planning.


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