Performance and Reward Management in Human Resource Management - Dissertation Example

?Running Head: Research Proposal Research Proposal [Institute’s TABLE OF CONTENTS TABLE OF CONTENTS 2 INTRODUCTION 3 Background& Significance 3 Research Statement 4 Aims and Objectives 5 LITERATURE REVIEW 5 RESEARCH DESIGN & METHODOLOGY 8 Research Questions 10 Research Plan 11 ETHICAL CONSIDERATIONS 11 CONCLUSION 12 REFERENCES 13 INTRODUCTION Since few decades, there have been enormous developments in the field of information and technology and that have resulted in huge alterations in every aspect of human life globally (Gellerman, pp. 10-14, 1992). Business is one of the fields that have gone through the process of noteworthy changes due to such advancements, and one can observe a different perspective of employers and organizations when it comes to dealing with employees. In particular, organizations used to consider employees as machines; however, there has been huge reduction in such practice and organizations have been putting efforts to ensure favorable circumstances and encouraging workplace environment to the employees (Dunleavy & Hood, pp. 9-16, 1994). In particular, performance and reward management is one of such aspects of human resource management that focuses primarily on ensuring effective performance and subsequently, efficient reward management of employees. In addition, experts (Office of Personal Management, 2001) have emphasized greatly on the effectiveness of performance and reward management (PRM) in terms of ensuring success of the organization. However, during the last decade, the whole world has confronted adverse impacts of financial crisis and recession and this has resulted in cutting down of various departments by the organizations (Perry, pp. 1-13, 2009). Still, a majority of organizations is utilizing the tool of PRM to ensure its success, and thus, the proposed research will include efforts on the same aspect of business field. Background & Significance In particular, it is a fact that every business firm comes into existence with a specific objective to attain, and that usually is achievement of profit. For this purpose, employers create jobs to carry out specified tasks and recent studies have indicated that since two decades, business organizations are now focusing principally on the notion of accountability that becomes possible with frequent review of individual performance (Hartman et al., pp. 23-25, 1994). In this respect, attainment of success at employees’ level enables the firm to attain success at organizational level that is the basic relationship of PRM with organization as it facilitates firms in ensuring its success. This indicates the significance of PRM and thus, PRM has always remained a crucial aspect of business organizations, one of the reasons of choosing this aspect of business organizations that will be very beneficial for the global business community. Before carrying out research on performance management, it is very imperative that the researcher ensures its clarified understanding as it is an observation that vague understandings often result in unproductive outcomes. For this reason, experts (Shepard, pp. 4-14, 2000) have identified that the basic responsibility of performance management is to ensure integration of organizational mission and aims with that of employees on individual level. For this purpose, performance management includes techniques to create, evaluate, and review organizational mission and aims and integrate them on individual levels. In other words, performance management is an effective tool for employers to create a platform for ongoing communication with the employees. However, performance management is not enough to ensure such an enduring relationship, and thus, reward management plays its role by regulating this connection with the tools of different types and kinds of rewards to ensure interest and loyalty of the employees. Research Statement In this regard, the researcher will focus on the following research statement to fulfill the aims and objectives of the research: “To identify and analyze the factors that affects performance and reward management, especially during the period of recession (2008) with the case study of Nationwide Building Society” Aims and Objectives The specific aims and objectives of the proposed research are to: Identify and examine different internal and external factors that play a crucial role in affecting the processes of performance and reward management in business organizations Scrutinize the extent of impact of such factors during the period of recession (2008) Study the effects of identified factors in the case study of a business organization, Nationwide Building Society Identify and recommend strategies that may ensure positive impact of studied factors on performance and reward management systems of business organizations LITERATURE REVIEW Brief study of the literature (Foot & Hook, pp. 71, 2008) has identified that during the last few years, there have been significant impact of recession on business community in the developed, as well as developing parts of the globe. In particular, this recession has inclined researchers and experts to identify factors that play a crucial role in the success or failure of different processes and procedures of business organizations, and performance and reward management is one of the major processes that have been under focus of business experts and critics. In particular, analysis (Peccei, pp. 207-36, 2001) has indicated that various factors play a critical role in ensuring effectiveness of PRM systems. For instance, few studies (Ripley, pp. 39-44, 2002) indicated that the notion of uncertainty plays a crucial role in success or failure of PRM systems in an organization. In particular, it is an observation that almost every organization creates its aims and mission at the time of its establishment and that subsequently results in the creation of tasks and jobs. However, experts have pointed out there exists a factor of uncertainty in every organization due to disparity between the volume of available information and the information required to carry out the job effectively. Critics (Arnold & Silvester, pp. 56-67, 2005) have argued that PRM managers often put efforts to review and evaluate performance of their employees; however, they overlook the importance of this notion of uncertainty in the organization that subsequently affects the outcomes of PRM effectiveness and quality. Studies (Artz, pp. 315-43, 2008) have identified that this factor of uncertainty relates with several other aspects of business organizations that are its industry, scope, and the size. In other words, size of the organization and the industry it exists in play a vital role in reducing or increasing the abovementioned disparity, as size is one of the determining factors in deciding the availability of required information and resources to the employees. In addition, a number of industries promote change; however, few industries discourage the possibility of changes, and thus, one can state that factors of industry and size of the organization are some of the external factors that affect the PRM process indirectly. Further analysis (Armstrong & Murlis, pp. 63-69, 2007) has pointed towards the role of technological factor in improving or deteriorating the process of PRM systems in business organizations. Reports have indicated that information technology is playing an enormous role in improving the flow of information in the business organizations globally, and it has potential to reduce or even eliminate the factor of uncertainty in the organizations while over passing the factors of size and industry of the organization. In this way, on one hand, uncertainty exists as a negative factor whereas on the other hand, studies have identified technological tools that can be very beneficial in enhancing the quality level of PRM processes. Besides technological capabilities, experts (Bratton & Gold, pp. 77-89, 2001) have recognized organizational factors that affect PRM processes as well. Specifically, structural arrangements in an organization are very crucial for effectiveness and success of PRM. In terms of structural arrangements, decision-making style of organizations is very imperative, as it is an observation that difference of only decision-making style can result in contradictory outcomes in the case of PRM. In this regard, researchers (Sonnentag, pp. 24-37, 2002) have indicated that it is very important the organizations select styles and approaches of communications after analyzing their structural arrangements and other aspects. As one-way vertical approach in the communication indicates arrogant and authoritative aspect of the employers, whereas, two-way communication approaches result in the vice versa, and thus, results in effective outcomes from PRM. Besides abovementioned factors, several studies (Summers, pp. 30-44, 2002) have indicated the impact of existing HR strategies and processes in the organization on PRM process. In other words, other HR strategies in action can play the role of a determining factor in terms of resulting in noteworthy impact on successful of the PRM systems. For instance, experts (Messmer, 2003) have suggested that organizations that had integrative network of different HR and PRM strategies confronted lesser impact of economic recession in comparison to other organizations that had no such integration. In other words, integration of organizational strategies is another crucial factor that can be very beneficial when it comes to ensuring stability and success in critical circumstances (Wilson, pp. 29-35, 2003). It is an observation that recessionary effects did not allow almost all the organizations to achieve their performance benchmarks; however, organizations with backup HR strategies were at least able to reduce their organizational costs rather than decreasing labor costs that would have ultimately cause further reduction in performance levels. Few other researchers (Andersen & Pallesen, pp. 28-47, 2008) have further noted that besides communication styles, decision-making procedures of an organization play a critical role as well and can be a determining factor as well. Studies (Thomas, pp. 56-68, 2002) have identified that employees’ participation in decision-making processes can be very beneficial and supportive for ensuring increased efficiency of PRM systems. Involvement of employees in authorization process allows employers to share organizational objectives with employees, and that subsequently results in the increment of productivity, as well as performance. In brief, literature review (University of Missouri, pp. 11-19, 2008) included discussion of various studies that identified various factors that affect performance and reward systems in organizations, and thus, their understanding will be very helpful in carrying out the proposed research. RESEARCH DESIGN & METHODOLOGY Along with recognition of aims and objectives of the research, methodology is an imperative and essential component and slight avoidance of it can result in fruitless outcomes. For this purpose, the researcher has given significant importance to choose the most suitable method and design that will enable positive outcomes from the proposed research. In particular, the researcher will carry out a qualitative study (Deci & Ryan, pp. 20-28, 2004) during the proposed research. Additionally, from preliminary observations and reviews of available literature, the researcher has identified that a noteworthy quantity of business experts have put efforts on different aspects of performance and reward systems in business organizations, especially after global recession of 2008 that resulted in adverse impact on the organizations, and inclined organizations to think over their existing strategies and processes. In this regard, there exist huge numbers of books, journals, magazines, and scholarly articles (Deci & Ryan, pp. 20-28, 2004) on the factors that affect performance and reward systems, and thus, this indicates the possibility of their detailed analysis that will be part of the proposed research by using secondary research methodology. In brief, secondary method will include scrutiny and examination of different academic and scholarly sources on the identified research statement. In addition, internet is one of the efficient and cheapest podiums for acquiring quality sources, and thus, researcher will be using the tools of internet to carry out the secondary research methodology that will be very beneficial in creating a fundamental theoretical basis to achieve identified aims and objectives of the proposed research. However, it is an understanding that dependence on only secondary sources will result in replication of existing knowledge and information that is not the purpose of the proposed research. Thus, the researcher will be utilizing information acquiring from secondary sources to create a basis for carrying out primary research methodology. Although analysis of secondary sources will be important, however, it will not be in complete precision with the identified research statement. Therefore, after creating a fundamental theoretical framework, the researcher will focus on a particular organization to identify and examine factors in real scenario. In particular, the researcher has selected Nationwide Building Society as the case study for the proposed research. In this regard, the researcher will endeavor to recognize and examine different factors that affect performance and reward systems in the Nationwide Building Society, and will put efforts to identify indications of any factors that affected the organization during the period of global economic recession since the year 2008. In other words, analysis from secondary sources will create basis for the proposed research and primary research methodology will enable the researcher in validating analysis from secondary sources. Besides selecting the methodology, research designing is an important component of every research process, and thus, from the discussion, it is evident that the researcher will be using case study as research design, and the researcher will put efforts to acquire data by distributing questionnaires to managers of PRM, as well as by analysis of documents of the organization. Research Questions In particular, the questionnaire will include the following questions: Are you satisfied with the performance of employees? Are you satisfied with your organization’s strategy of reviewing and evaluating employees? What do you think is the contribution of PRM in ensuring success of your organization? What factors do you think affect the process of PRM in your organization? How much role do employees play in affecting PRM? How much role do employers play in affecting PRM? How much role does organizational structure play in affecting PRM? How much role does technological awareness play in affecting PRM. In this regard, data from the questionnaires will allow the research to acquire a broad perspective in terms of both theoretical, as well as practical understanding of the identified research statement. In other words, questionnaires will be very helpful in reducing the gap between theoretical and practical understanding of the research statement. Research Plan # Phases Date Date Date Date Date Date Date Date Date Date 1 Theoretical Framework 1st week 2 Research Proposal 2nd week 3 Secondary Research 4-5th week 4 Analysis of Data 6-7th week 5 Primary Research 8-11th week 6 Distribution of Questionnaires 11th week 7 Collection of Questionnaires 12th week 8 Analysis 13-16th week 9 Rough Draft of Dissertation 17th week 10 Final Submission 18th week ETHICAL CONSIDERATIONS Ethics is one of the most important aspects of research and it is very essential for a researcher to consider ethical perspective and fulfill obligations accordingly. From this understanding, during analysis of Nationwide Building Society’s documents, the researcher will ensure that private information remains confidential and must come under utilization for analysis only. In addition, during the distribution and collection of questionnaires, the researcher will make sure that employees or employers’ personal information remains classified to avoid any adverse result for them. In order to ensure fulfillment of ethical obligations, the researcher will brief the participants about objectives of the proposed research and will take their affirmation to continue with the research. CONCLUSION In conclusion, the researcher included brief discussion of various aspects of the proposed research that will include efforts of the researcher to identify and analyze factors that affect performance and reward management systems in business organizations, specifically, from the case study of Nationwide Building Society. Finally, it is anticipation that outcomes of the proposed study will enable a comprehensive and critical understanding of different factors influencing PRM, and thus, will be beneficial for organizations globally. REFERENCES Andersen, Lotte B., and Pallesen, Thomas. 2008. “Not Just for the Money? How Financial Incentives Affect the Number of Publications at Danish Research Institutions.” International Public Management Journal. Volume 11, pp. 28-47. Armstrong, M. & Murlis, H. 2007. Reward Management. London: Kogan Page. Arnold, John, & Silvester, Joanne. 2005. Work psychology: Understanding human behavior in the workplace. Prentice Hall/Financial Times. Artz, B. 2008. ‘The Role of Firm Size and Performance Pay in Determining Employee Job Satisfaction Brief: Performance Pay, and Job Satisfaction.” Labour Journal. Volume 22, pp. 315-343. Bratton, John, & Gold, Jeffrey. 2001. Human Resource Management: Theory and Practice. Routledge. Deci, Edward L., and Ryan, Richard M. 2004. Handbook of Self-Determination Research. University of Rochester Press. Dunleavy, Patrick, and Hood, Christopher. 1994. “From Old Public Administration to New Public Management.” Journal of Public Management and Money. Volume 14, pp. 9-16. Foot, M. & Hook, C. 2008. Introducing Human Resource Management. Harlow: Prentice Hall. Pp. 71. Gellerman, Saul W. 1992. Motivation in the real world: The art of getting extra effort from everyone-including yourself. Dutton Publishers. Hartman, R. J., Kurtz, E. M., & Moser, E. K. 1994. Incentive programs to improve transit employee performance. Washington, DC: National Academy Press. Messmer, M. 2003. Managing Employee Performance Issues. Retrieved May 16, 2010 from http://www.imanet.org/pdf/1912.pdf Office of Personal Management. 2001. “A handbook for measuring employee performance: aligning employee performance plans with organizational goals.” In Performance Management Practitioners Series. Retrieved May 16, 2010 from http://www.opm.gov/perform/wppdf/handbook.pdf Peccei, R. 2001. ‘Partnership at work: mutuality and the balance of advantage’. British Journal of Industrial Relations. Vol. 39, No. 2 pp. 207–36. Perry, James. 2009. “Back to future? Performance related pay, empirical research and the perils of persistence.” Public Administration Review. Volume 69, pp. 1-13. Ripley, D. 2002. Improving employee performance: moving beyond traditional HRM responses. Washington, DC: The International Society for Performance Improvement. Shepard, L. A. 2000. “The role of assessment in learning culture.” Educational Researcher. Volume 29, Issue 7, pp. 4-14. Sonnentag, Sabine. 2002. Psychological management of individual performance. Wiley. Summers, J. 2002. Family-friendly Working? Putting Policy into Practice. York: York Publishing Services. Thomas, Kenneth Wayne. 2002. Intrinsic motivation at work: Building energy & commitment. Intrinsic motivation at work: building energy & commitment. Sage Publications. University of Missouri. 2008. Performance management: a tool for employee success. Kansas: Division of Finance & Administration. Wilson, Thomas B. 2003. Innovative reward systems for the changing workplace. McGraw-Hill Professional. 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