2.1 Examine the Impact of Legal and Organisational Frameworks on Performance Management

Miranda Morley is an educator, business consultant and owner of a social media writing and management company. His work has been featured in Boston Literary Magazine, Subversify Magazine and American Builder`s Quarterly. Morley holds a Bachelor of Arts degree in English, Political Science and International Relations. She holds a master`s degree in rhetoric and composition from Purdue Calumet University. ARMSTRONG, M. and BARON, A. (2004) Managing performance: performance management in action. “Evaluation” means assessing the performance of employees or groups against the elements and standards of an employee`s performance plan, summarizing that performance and assigning a performance rating. “Monitoring” means constantly measuring performance and providing employees and working groups with ongoing feedback on their progress towards achieving their objectives. Continuous monitoring provides an opportunity to review employees` work and identify and resolve issues at an early stage. Unless there is intentionally poor performance, the procedure to be followed (in a disciplinary/aptitude procedure) is the same. We will look at the capabilities. Small business owners need to conduct routine employee performance assessments to effectively manage their business.

In fact, Paul Falcone, author of “2600 Phrases for Effective Performance Reviews,” said Inc.com that managers should conduct performance reviews throughout the year. However, company laws and regulations have a huge impact on how performance reviews are conducted. Failure to comply with these rules when evaluating performance can lead to unnecessary reviews and even legal problems. Unlawful discrimination is generally referred to as unequal treatment because employees claim to have been intentionally treated differently because of their gender, race, ethnic origin, national origin, age, disability status or any other status protected by law. Data protection laws between employers and employees vary from state to state, but they exist and regulate issues such as navigating employees` offices or computers, drug and alcohol testing, and the disclosure of personal information. These laws require employers not to include certain activities in performance appraisals. For example, employers in some states may not require employees to perform polygraph testing. In addition, laws stipulate how private information about employee reviews, such as Social Security numbers, should be handled to prevent identity theft. If a previous employer makes a glowing recommendation for a former employee who was fired for poor performance, that employer is guilty of misrepresentation. Most legal cases involving performance management systems involve a claim for different treatment.

What can an employee do if, for example, she feels that she has been unfairly given low performance scores and has been rejected for promotion because she is a woman? An employee may argue that the organization has defamed him or her if the employer provides false and defamatory information during the performance evaluation, or if such statements are made negligently or intentionally to a third party, such as: a potential future employer, exposing the employee to damage or loss of reputation. At this point, a formal disciplinary or merit procedure is used to remedy poor performance, and the U.S. Equal Employment Opportunity Commission enforces laws prohibiting employers from discriminating on the basis of race, color, religion, sex, national origin, age, disability and genetic information. Other corporate laws and regulations prohibit discrimination against other groups, such as veterans and homosexuals. Because of these laws and regulations, small business owners must ensure that they evaluate performance and not characteristics. Similarly, entrepreneurs should avoid favouring a group of people based on their characteristics. For example, there may be a description of how often assessments take place or how often supervisors and employees must meet formally to discuss performance issues. If an employee receives what they believe to be an unfair performance rating and the system has not been implemented as intended, they may be able to challenge the system due to negligence on the part of the organization. R. “a process that contributes to the effective management of individuals and teams to achieve a high level of organizational performance.

As such, it creates a common understanding of what needs to be achieved and an approach to leadership and people development that ensures it is achieved. It is “a strategy that refers to any activity of the organization, which is determined within the framework of its personnel policy, culture, style and communication systems. The type of strategy depends on the organizational context and can vary from one organization to another. “Planning” means setting performance expectations and goals for groups and individuals to align their efforts with achieving the company`s goals.