Performance management is comprised of two approaches integrated and strategic. The integrated aspect refers to the relation with the diverse aspects of people management teams businesses and individuals. The strategic approach refers to the long-term goals and broad issues of the organisation.These approaches assist the organisation in offering successful results by enhancing the capabilities and performance of individuals and teams.In the unit Supporting Good Practice in Performance and Reward Management 3PRM,performance management has two purposes. To assist the workers in analysing the skills and knowledge needed for doing the job with efficiency. The organisation can get benefit if the task of employees is done with a focused and appropriate direction.To promote a system that is two ways connection between employees and supervisors to carry the expectations related to the following.
• Accountability and Roles
• Functional interaction and goals of the organisation
• Ensuring transparent and regular feedback to enhance the performance of the employee
• Progressive development and coaching
The essential component and stage of the performance management process are that forms fundamental to appraisal performance.
This unit aims to provide the recognition of the process and purpose of reward and performance management and the responsibilities of HR in supporting and promoting good practices among the learners of CIPD level 3.By studying the unit the learners will be able to generate their recognition of motivational theories, their ways, and tools of association that may use with the provision of performance and management of reward.Moreover, they can have an optimisticinfluence on the business objectives of the organisation.In this unit, there is an outline of skills that are suitable and good practices that are supporting performance management follow-up and review as well as the aspects of data management.In addition, the learners will recognize the responsibility of non-financial and financial advantages and crucial components of award decisions. At the end of this course, the learners must have a feeling of confidence in providing the support first-line to employees and managers on the subject of award management and performance.
Benefits of the unit for the individuals
The unit Supporting Good Practice in Performance and Reward Management 3PRM is appropriate for learners who:
• Are going to embarkon their career in learning and development of CIPD as well as human resource management.
• The people who already are associated with the field of learning and development of CIPD and human resource management in the role want to polish their skills and knowledge.
• The learners have responsibility for the activities of learning and development and human resource management as well as decision-making in the organisation without supervision or any guidance.
• The learners who are dedicated to getting more skills, capabilities and knowledge in reward management and performance.
Learning outcomes of the unit
The assignment writing criteria are designed to full fill the learning outcomes of the unit and after completion of the unit, the learner will be able to do the following task.
• Explanation of the connection between motivation, performance management and organisational success
• Explanation of the connection between the reward and performance management
• Contribution to reward management and effective performance at a workplace
• Conduction and reflection on the review of the performance
Assignment criteria of the unit 3PRM
1. Explanation of the connection between motivation, performance management and organisational success Explanation of the connection between motivation, performance management and organisational success.
1.1 Elaborate the reason for performance management and its connection with the objectives of the business
1.2 Elaborate on the elements of the system of performance management
1.3 Elaborate on the connection between performance management and motivation
2. Explanation of the connection between the reward and performance management
2.1 Analyses and describe the elements of a reward system with its total effectively
3. Contribution to reward management and effective performance at a workplace
3.1 Analyse and describe the aspects that are required consideration at the time of performance management
3.2 Elaborate on the data needed by the persons include in the reward Management process and performance
4. Conduction and reflection on the review of the performance
4.1 Elaborate on the purpose frequency and procedure of the performance review
4.2 Perform a review meeting on the performance to reflect the result of the performance review
Activities of the unit
The learning criteria of the unit Supporting Good Practice in Performance and Reward Management 3PRM is based on the activities through which the learning practices of the learners can be increased.
Activity 1.1: learners must add at least 2 reasons forperformance management and its connection with the objectives of the business.
Activity 1.2: learners must add a minimum of 3 elements.
Activity 1.3: learners offer the description by referring to a minimum of 2 theories of motivation.
Activity 2.1: learners must have to add a minimum of 2 reasons for the award.
Activity 2.2: learners must add 3 elements in which each must be external tothe organisation.
Activity 3.1: learners must add positive and negative aspects of performance.
Activity 3.2: learners must add at least 2 data sources, in which each must be external tothe organisation.
Activity 4.1 and 4.2: the learner must perform a responsive review that introduces the process and purpose of review, frequency, and then reflection on the review conducted by them.
Activity 4.3: In this part, the workplace of the learner should be associated with the relevant documentation. The responsibility performed should be observed and may be utilised.
Contents of the unit
1. Explanation of the connection between motivation, performance management and organisational success
The aim of performance management: evaluation and consideration by making a connection with the success of company and business objectives; issues of context; sector, culture, and environment.
Elements of the system of performance management: performance management and productivity include the aspects that influence the team performance; and individual performance the job descriptions are placed in performance feedback; development and training plans; informal and formal feedback; procedures and policies of the workplace; data of performance management.
Theories of motivation in terms of performance management connection between workplace productivity and theories that include need theory, motivation-hygiene theory, and hierarchy theory.
2. Explanation of the connection between the reward and performance management
The link between resourcing, performance and reward: the rational knowledge behind various systems of the award, their responsibility of retention and recruitment, satisfaction, motivation;the connection between workplace productivity and theories; responsibilities of a word in the choice of employer.
Elements of total award system: the responsibilities of non-financial benefits and financial benefits; additional elements and pensions; financial incentives for career and personal growth; verbal appreciation.
3. Contribution to reward management and effective performance at a workplace
The recognition of reward policies and performance in the company: recognition and suggestion on the best practices in making sure reward policies and performance are applicable in a transparent, equitable, meritocratic and fair way and according to the legal framework and regulations. Performance management: examples of better practices for dealing the great performance, poor performance and plateaued; particular issues of capability.
Accommodation of knowledge: data of performance management; beneficial sources that are identifiable for database marking on reward; information about the rationale and use of evaluation of the job.
4. Conduction and reflection on the review of the performance
Frequent procedure and reason for performance management; initially good practices, in between and after the performance management; utilization of a series of interview skills, for instance summarising, paraphrasing, non-verbal cues’ responses, body language; the responsibilities of receiving feedback and giving feedback in the performance feedback; the series of exceptional questions, for example, probing, open, hypothetical, closed categories of feedback, for instance, Peer review, 360-degree review, the provision in which all these aspects are utilising that include disadvantages and advantages; the use of suitable skills that are interpersonal in between the reviews of performance; confidence and skills development in having complex conversations.
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