Developing Performance Management Strategies

Assignment Brief

Unit 7002v1

CMI Assessment Sheet: Developing Performance Management Strategies

Learner name:
Learner number:
Centre:
Date:
Part of Batch:
Qualification:

CMI Markers Result: Passed / Referred
CMI Lead Moderator’s Result: Passed / Referred

INTRODUCTION

This unit is about being able to set, agree and monitor performance targets that will contribute to the achievement of organisational objectives. It is also about being able to improve performance, motivate the team and secure their commitment and recognise the impact of organisational politics and personal interests.

LEARNING OUTCOMES

The learner will:

• Be able to set performance targets of teams to meet strategic objectives

• Be able to agree team performance targets to contribute to meeting strategic objectives

• Be able to monitor actions and activities defined to improve team performance

• Be able to apply influencing and persuading skills, to the dynamics and politics of personal interactions

TASK 1

ASSESSMENT CRITERIA | PASS/REFER | COMMENTS

• Describe a performance management process for ensuring that responsibility for delivering strategic objectives is shared throughout the organisation. Use a practical example to illustrate how team performance links to organisational objectives.

• Identify a range of at least four different tools and techniques for setting team performance targets. Evaluate these by comparing and contrasting them, using a table format if preferred, identifying the advantages and disadvantages of each. Assess their value then in the ongoing measuring and monitoring of team performance during the year, using practical examples to illustrate what worked well and what did not work so well in different situations or with different teams and cultures.

• Critically examine at least three methods you could use to agree performance targets for individuals within the team when compared with their current performance.

Guideline word count: 1,000 – 1,100 words

Assessment Criteria:

• A.C. 1.1 – Assess the links between team performance and strategic objectives

• A.C. 1.2 – Evaluate tools and techniques available to set team performance targets

• A.C. 1.3 – Assess the value of team performance tools to measure future team performance

• A.C. 2.1 – Determine required performance targets within teams against current performance

TASK 2

ASSESSMENT CRITERIA

• Discuss why it is important that each individual team member signs up to deliver team objectives, highlighting some of the implications where this is not the case.

• Describe at least three different theories on motivation. Relate motivational techniques and influencing and persuading methodologies to the encouragement of team members to commit to shared goals, by means of practical examples.

• Your examples should identify where this has worked well and where it has not worked so well, and why. Describe how, in practice, individual personalities, self-interests and internal politics can impact on the level of personal commitment and reflect on the strategies a senior manager can take to overcome these. Use work-based examples to illustrate where possible.

Guideline word count: 900 – 950 words

Assessment Criteria:

• A.C. 2.2 – Discuss the need to encourage individual commitment to team performance in achievement of organisational objectives

• A.C. 4.1 – Determine influencing and persuading methodologies to gain the commitment of individuals to a course of action

• A.C. 4.2 – Discuss the impact of individual dynamics, interests and organisational politics on securing the commitment of individuals to a course of action

TASK 3

ASSESSMENT CRITERIA | PASS/REFER

• Separately define delegation, mentoring and coaching. Describe the role of each technique in the achievement of organisational objectives, explaining how a departmental manager might deploy them in the management of team performance. Provide practical examples wherever possible.

Guideline word count: 300 – 350 words

Assessment Criteria:

• A.C. 2.3 – Relate the application of delegation, mentoring and coaching to the achievement of the organisational objectives

TASK 4

ASSESSMENT CRITERIA

• Take a practical example of a team performance plan that has been drawn up to meet organisational objectives. Use work-based evidence where possible. If not, then develop a plan for your chosen organisation.

• Critique the way the plan is constructed in order to ascertain its ease of use and practical application (‘fit for purpose’), explaining the process you would adopt in using the plan alongside other tools to monitor team performance.

• Identify any shortcomings the structure presents and practical difficulties with implementation, making recommendations for improvement. Revisit the team performance plan to review actual results and discuss the strengths, weaknesses, successes and challenges.

• Explain to what extent the plan has achieved the agreed objectives for the team and what contribution this has made towards achievement of organisational strategic objectives, picking up on any dilemmas and inconsistencies between team and organisational targets.

NB: It is preferable that your team performance plan relates to the previous financial year so that you are able to both review the format and actual results.

Guideline word count: 1,050 – 1,100 words

Assessment Criteria:

• A.C. 2.4 – Evaluate a team performance plan to meet organisational objectives

• A.C. 3.1 – Assess the process for monitoring team performance and initiate changes where necessary

• A.C. 3.2 – Evaluate team performance against agreed objectives of the plan

• A.C. 3.3 – Evaluate the impact of the team performance in contributing to meeting strategic objectives

Sample Answer

Developing Performance Management Strategies

Task 1 – The Impact of Organisational Context on Performance Management

Performance management does not exist in isolation; it is shaped by the wider organisational context. The strategy, vision, structure, and culture of an organisation all have direct influence on the way employees are managed, motivated, and developed. Understanding these aspects is essential for building performance management systems that are both fair and effective.

Strategy and Vision

The vision and long-term strategy of an organisation determine the purpose of performance management. For example, a commercial firm aiming for growth will emphasise targets such as sales, customer satisfaction, and market expansion. In contrast, a public sector organisation may focus on service quality, accountability, and compliance with regulations. Performance management therefore has to align individual objectives with corporate goals, ensuring that employees see the link between their work and the organisation’s mission.

Organisational Structure

The design of an organisation’s structure also shapes performance management. A hierarchical, centralised structure may encourage top-down target setting and formal appraisal systems, while a flat structure may place more emphasis on collaborative goal setting and peer feedback. For instance, large healthcare organisations often rely on structured appraisals due to the need for accountability and standardisation, whereas smaller charities may use informal reviews and coaching because of their flexible culture.

Organisational Culture

Culture is the “way things are done” in an organisation. A competitive culture may encourage the use of ranking, bonuses, and performance-related pay, while a supportive culture may focus more on coaching, team objectives, and recognition. When culture and performance management are aligned, employees are more likely to see the system as fair and motivating. However, if performance management contradicts cultural norms, staff may resist or disengage from the process.

Stakeholder Expectations

Performance management is also shaped by the expectations of stakeholders, including shareholders, customers, regulators, and employees themselves. Shareholders may demand evidence of productivity and profitability, while regulators in health and social care require assurance of safety and quality. Employees expect fairness, opportunities for development, and feedback. Balancing these different expectations is a core challenge of designing performance management strategies.

Legal and Ethical Context

The legal environment also affects performance management. Equal opportunities, anti-discrimination laws, and data protection legislation all influence how managers assess and record performance. For example, the Equality Act 2010 in the UK requires that appraisals and promotions are free from bias. Ethical concerns also come into play; performance management should not only drive results but also respect employee well-being.

Practical Impact

If the organisational context is not taken into account, performance management strategies may fail. For example, introducing a highly competitive appraisal system into a care organisation that values teamwork could demotivate staff and reduce collaboration. Conversely, aligning performance systems with the context can strengthen employee motivation and commitment.

Continued...