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Improving Employee Performance Management in HR Practice

Assignment Brief

Using Information in Human Resources

Learning outcomes:

  1. Understand the research process and different research approaches.

  2. Be able to conduct a critical review of information sources in an area of HR/business practice and analyse the findings.

  3. Be able to draw meaningful conclusions and evaluate options for change.

  4. Know how to deliver clear, business-focused reports on an HR issue

Assessment Activity

Your CEO has asked each departmental head to undertake a critical review of their systems, processes and practices as part of a major organisational change agenda. You have been asked to review an area of HR practice and present a business report to key stakeholders with recommendations for improving practice. To provide the basis for your report, you have been asked to conduct a critical review of secondary sources relevant to the area of practice you have chosen. You should include a mix of narrative and diagrammatic forms, a description of your stakeholders and their needs from this report.

You should:

  • Select an area of HR practice and justify your choice

  • Undertake a critical review of three secondary sources e.g. research digests, academic and professional literature, online databases, and key texts relevant to the selected area of practice.

  • Summarise the stages of the research process.

  • Highlight some of the different primary research approaches and comment on the advantages and disadvantages of these different approaches.

  • Summarise the findings and draw meaningful conclusions from your review of the different secondary sources and make justified recommendations for sustaining and/or improving practice, including costs and time frames for implementation. Explain how you would present these to the identified stakeholders.

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Sample Answer

Business Report: Improving Employee Performance Management in HR Practice

Executive Summary

This report critically reviews current employee performance management (PM) practices in the organisation, identifying areas for improvement and presenting evidence-based recommendations. Three secondary sources have been analysed to understand best practices and challenges in performance management. Based on the findings, this report recommends updating performance appraisal systems, training managers, and integrating digital tools for tracking performance. These changes aim to enhance employee engagement, productivity, and organisational effectiveness. A cost and time plan is included, along with a stakeholder analysis to ensure alignment with business objectives.

Introduction and Rationale for Selecting Performance Management

Performance management (PM) is a core HR function that directly impacts employee engagement, productivity, and retention. It supports organisational goals by aligning employee objectives with strategic priorities. However, many organisations still rely on outdated, annual appraisal systems, which are often seen as demotivating or ineffective. This area was chosen because recent organisational surveys show low employee satisfaction with current PM processes and a lack of timely feedback from line managers. Improving PM can lead to measurable gains in performance and morale, making it a high-priority HR area.

Stakeholders and Their Needs

StakeholderNeeds from Report
CEO Alignment with business goals; cost-effective improvements
Line Managers Tools and training to assess and support employee performance
HR Team Clear guidelines and support systems to implement PM practices
Employees Fair, transparent, and regular feedback that helps career development
Finance Department Cost implications and return on investment for proposed changes

Critical Review of Secondary Sources

Source 1: CIPD (2023) – ‘Performance Management Factsheet’

  • Highlights a shift from annual appraisals to continuous feedback models.

  • Shows that flexible, real-time PM systems improve employee engagement.

  • Emphasises the importance of manager training to deliver effective feedback.

  • Criticism: Limited practical detail on digital tools or cost implications.

Source 2: Pulakos et al. (2019) – ‘Why More and More Companies Are Ditching Performance Ratings’

  • Presents evidence that numerical ratings can demotivate staff and lead to biased assessments.

  • Argues for development-focused discussions and goal setting instead.

  • Case studies from global firms like Adobe and Deloitte show positive outcomes post-change.

  • Criticism: Focus is on large firms; may not translate easily to SMEs.

Source 3: Armstrong & Taylor (2020) – ‘Armstrong’s Handbook of Human Resource Management Practice’

  • Offers a structured overview of PM frameworks and digital solutions.

  • Discusses the SMART objectives model and use of performance dashboards.

  • Outlines cost and time estimates for PM system upgrades.

  • Criticism: Some sections are theoretical; limited real-world case examples.

Onboarding significantly impacts employee engagement, retention, and early productivity, aligning with organisational goals.

They streamline processes, ensure compliance, and enhance the employee experience.

Through KPIs like retention rates, employee satisfaction, and time-to-productivity.

Managers facilitate mentorship, provide support, and ensure alignment with company culture.

Rebecca

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Oliver

Really clear analysis with good diagrams. My tutors were impressed by the stakeholder presentation plan.

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Rachel

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Elliot

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