Supporting Good Practice in Performance and Reward Management

The NHS define self-esteem as being the opinion each individual has of themselves. NHS, (2015). It is the self-image and self –respect of an individual’s perception of themselves. Roshahl.c, (2008). This assignment is going to discuss the six factors that affect self-esteem. These factors are the growth promoting climate, the looking glass self, self-actualisation, ego identity, social identity and finally, the constructing of self-concept. Maslow stated that people are motivated to achieve certain needs. When one need is fulfilled a person seeks to fulfil the

When looking at performance management it can be defined as (1) ‘a process which contributes to effective management of individuals and teams in order to achieve high levels of organisational performance. As such it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure it is achieved.’ We can see from this definition that managing performance is crucial to the overall performance of the organisation and meeting its goals and objectives. This process must then be strategic but also link other aspects of the organisation such as individuals and teams. As defined above, performance management is ultimately about achieving high levels of

“Maslow noted only one in a hundred people become fully self-actualized because our society rewards motivation primarily based on esteem, love and other social needs”(McLeod). Pi, the novel’s protagonist, moves through the very same motivational levels that Abraham Maslow identifies in his landmark psychological studies. Understanding the different stages helps show why certain behaviors are occurring and eventually after all stages are fulfilled is when a person becomes self-actualized.

case individual`s motivation affects their commitment to work and their work ethicattitude that is mainly influenced by the company`s management and work

Performance management is about creating a culture that encourages the continuous improvement of business processes and of individuals’ skills, behaviour and contribution. It is a repetitive process that is continually reviewed and is both strategic and integrated. It is about broad issues and long-term goals and integrated by linking various aspects of the business, people management, individuals and teams to delivering successful results in organisations. It does this by improving performance and developing the capabilities of teams and individuals.

4. Esteem which results from being held in high regard by peers, through respect, prestige, and recognition

According to Herzberg, individuals are not satisfied with lower-order needs at work, for example, those associated with minimum salary levels or safe and pleasant working conditions. Theses individuals look for the gratification of higher-level psychological needs such as achievement, recognition, responsibility, advancement, and the nature of the work itself. Motivation-hygiene theory, based on the presence of one set of job characteristics or incentives lead to worker satisfaction at work, while another and separate set of job characteristics lead to dissatisfaction at work. Moreover he found that job characteristics related to what an individual does is the nature of the work he performs, having the capacity to gratify such needs such as achievement, competency, status, personal worth, and self-realization, leading to satisfaction. However, the absence of such gratifying job characteristics does not lead to dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such job-related factors as company

4. The average human being can be motivated by higher level needs i.e. esteem and self-actualisation needs.

The performance management process is used to communicate organizational goals and objectives, reinforce individual accountability for meeting those goals, track and evaluate individual and organizational performance results.

According to Herzberg, the factors leading to job satisfaction are distinctly different from those that lead to job-dissatisfaction. Therefore, the managers who seek to eliminate factors that create job-dissatisfaction can bring about peace at the workplace but cannot motivate the employees. These factors are termed as hygiene factors comprising administration, supervision, working conditions, salary and wages etc. While absence of hygiene factors will lead to dissatisfaction, mere presence of these factors will not satisfy (i.e. motivate) the employees. In order to motivate the employees, managers must resort to ‘motivators’ (those factors that motivate the employees towards better performance) such as recognition, challenging assignment, responsibility, opportunities for growth and self-fulfillment etc.

Abraham Maslow’s theory, Theory of Hierarchy Needs, is a motivational theory in psychology that has a tier model of the five things a human needs. Maslow stated that people are motivated to achieve certain needs and that some needs take precedence over others. The five stages, from bottom to top, include Physiological needs( food, water, warmth, and rest), the second stage: Safety Needs ( security and safety), third stage: Belongingness and love needs ( intimate relationships and friends), the fourth stage: Esteem Needs (prestige and feeling of accomplishment), and finally the last stage: Self-actualization ( achieving one’s full potential, including creative potential). The five stage model can be divided into

A good performance management system works towards helping the improvement of the overall organizational performance by helping in managing all of the performances of teams and also the individuals. This then helps with ensuring the achievement of the overall organizational ambitions and also its goals

The definition of the term ‘performance management’ varies in different literatures. As Hutchinson(2013) summed up, combined with Den Harton’s theory(2004), it is a continuous process which links individual and team objectives with organizational goals by measure and improve employee’s skill and performance. According to Armstrong (2012), human resource management aims at making sure the organization has the most talented, skilled and engaged people in order to attain its goals. In this context, performance management is one staple practice helping managers identifying and retaining most competent employees as well as correcting poor performance.

Performance management refers to a process by which managers monitor, rate and reward an employee for their work and contributions towards the achievement of organizational goals. The assessment of an employee 's contribution usually plays a major role in promoting individual accountability. This ensures maximum contribution of the employee. Performance management therefore forms an integral part of a business organization mainly because it creates a conducive environment for business where the staff is motivated and good working relationships exist among them.in most cases, performance management focuses on individual employees performance , the small groups in which they work or the various departments found within the organization. Some of the important roles played by performance management in an organization which makes it important today include;

Maslow’s needs are more of pyramid, going from the simplest needs to the more complex one to fulfill being from bottom to top: