FINAL RESEARCH PAPER

What are Current Trends in Performance Management?
Unit 5
Williemae McSwain by Kaplan University
GB520: Strategic Human Resource Management for Professor: Steven Cates
July 15, 2014

Authors Note
This paper was prepared for GB520: Strategic Human Resources Management section 02N, taught by Professor Cates.

FINAL RESEARCH PAPER
TABLE OF CONTENTS
Performance Management……………………………………………………………………..3
What is Performance Management Trends? ..................................................................................3
History/Defining Performance Management..………………………………………………….3-4
Compliance……………………………………………………………………………………....5
Cause and Effect…….....................................................................................................................5
Employer Compliance………………………………………………………………………….5-6
Misconceptions/Myths…………………………………………………………………………6-7
Benefits of HRM………………………………………………………………………………...8
HRM Practices/Choices………………………………………………………………………......8
Compensation/Benefits…………………………………………………………………………...8
Retention………………………………………………………………………………………….9
Recommendations for Managers……………………………………………………………...10
Conclusion………………………………………………………………………………………10
References………………………………

FINAL RESEARCH PAPER
INTRODUCTION
There has always been great importance or relevance placed on the matter of the measurement of performance and evaluation innovative techniques in business. In this paper there will be an examination of the latest European models for measuring and evaluating public employees’ performance, this will be done through the focus being on assessments via case analysis, and there is an examination of the Italian state of art model as well. In addition to the history of performance management, and compliance factors involving the employer/employees there will be focus on the many benefits of HRM and the key issues such as practices, choices, how the organization and leaders can find ways to maintain job retention among the employees. Finally we will explore recommendation that a manager can use to fulfill his/her requirements to coincide with the expectations and policies of the organization.
Performance Management also called performance measurement and performance appraisal or performance evaluation is evolved into more of a strategic issue then it has been in the past (Mello, 2011-2006, p.438). This action when used efficiently involves the employees and supervisors to work collectively on such area as expectations, feedback on the results that are the assessing of the organizations needs as well as individual needs, any future plans.
When an examination of the phases performance appraisals/performance evaluations according to Mello, it is a one-sided judgmental approach that gives the employees little or sometimes no involvement with the performance management process (p. 438). So despite the length of reform within the past few decades, there are a few systematic studies into the advancement of the theoretical and methodological discussion of PHRM reform and performance (Jordan & Battaglio), I agree with this explanation and employee can become defensive especially if the information is negative, or everyone is placed in the same descriptive mode.
In examination of the concepts of Human Resource Management trends one of the most well used concept is called the (labor factor), it is defined as the ratio of the number of hours required to perform a task under project conditions to the number of hours required to perform an identical task under standard conditions of work measurement (Free Dictionary, 2014).
It is also being indicated as a key resource and a strategic element in the methods or tends of the administrative activities of an organization, according to (Gori & Fissi, 2014). This trend has been considered a very important factor in the development of the personnel function, its new perspectives, and new