1.

0 Background Information:

The objective is to monitor existing performance appraisals at the South West and Southern
regional offices while assessing current HR processes and practices. The task was assigned
by The National Office Supplies (NOS) Company.

1.1 Aims and Objectives:

This report seeks to encourage a change in current practices and to foster a performance
culture. The conclusions are supported by different academic sources, including current
journals and publications on the cutting edge of organisational innovation and growth. There
will be frameworks and models to assist management/board members and staff visualise each
performance plan and how it aligns with the broader organisation. Because the performance
management plans are based on observational audits, they are customised to each office and
highlight the apparent concerns within present procedures and prospective hazards that may
arise in the organisation's future development.

2.0 Current Performance issues

In the Southwest and southern regional office of the National Office Supplies (NOS), there
are highlighted performance issues which need to be addressed.

2.1 Current Performance issues in the South West Regional Office

A few significant issues have been pinpointed in the southwest regional office. Alex, the
region's leader, needs to be more formal regarding performance appraisals. When meeting
with employees for assessment, the simple method may not be appropriate because it will not
promote individual performance. Employees are unlikely to be offered clear strategies to
enhance their performance. Also, it is noted that just one person receives most of the rewards,
which may be regarded as prejudice by other employees. Also, there needs to be a training
system to enable them to improve their performance. 
Alex doesn’t always have meeting materials and paperwork for appraisal meetings. This
would be bad since knowledge may be lost if it was only shared verbally, which could hinder
the team's performance. It appears unprofessional at the South West Office to lack a reward
scheme and distribute rewards at random. This system may not encourage team performance
and may provoke disagreements.

2.2 Current Performance issues in the Southern Regional Office

The regional head, Daniel, has a seemingly unfair reward strategy. He gave someone the
least bonus just because the employee was on maternity leave. This may not be good for the
office and affect the company’s performance. Also, Daniel, Having a personal pro forma
while the organisation’s guideline handbook is online may put doubt on fairness, which can
negatively impact the performance of employees.

Giving bonuses by asking questions with one word would not allow employees' expression
and hence, not an effective way to increase employee loyalty, learning and development. It is
also unfair to expect optimum performance every day, although a culture that makes
employee aims at 100% every day could be created.

3.0 Need for Performance Management System

To achieve the national office's goals and objectives. It is evident that present processes must
change to line with the organisation's main aim.

3.1 Problems with Performance Management systems  

Traditionally, organisations functioned by using several sub-set techniques to improve

performance, motivation, and general work conditions to accomplish a company's goals and
objectives. However, new initiatives today confront various complicated difficulties,
prompting corporations to develop a "one-size-fits-all" strategy (Yunzhou, 2021). The 'total
reward' technique, established in the early 2000s, was seen as an integrated and coherent
reward management strategy encompassing all internal and extrinsic elements that impact
any work environment (Armstrong, 2021). According to a CIPD (performance Management
Survey) survey, organisations that employed a comprehensive incentive approach produced
employee misunderstanding.

Work cultures, as previously said, are a vital aspect of every organisation. Making significant
changes to the workforce might lead to a drop in performance. As a result, not only does this
result in a mismatch of misaligned values, but it can also negatively influence the
organisation's overall performance. Both offices have different approaches; for example, the
southern office relies on structure and objectives while the South West office relies on
flexibility. Therefore introducing an unclear approach to the Southern office would be met
with strong opposition, and trying a comprehensive performance structure would be
ineffective with the South West regional office.

3.2 Desired Behaviours (Leadership L&D Training)

There are clear learning and development gaps, and since National Office Supplies is eager
to build a performance culture, learning and development are essential components of this
organisational transition.

4.0 Suggested Strategy for Improving Performance

There is a need for some strategy to be implemented for better performance hence here are
suggested strategies for improving the performance of the National supplies office.

 
4.1 Motivation: Introduction

Sigmund Freud initially recognised the relevance of motivation. In an organisational

environment, it was discovered that motivation is subconscious, so employees' motivations
are influenced by whether or not their subconscious needs are addressed (Hersey et al.,
1988). Motivation will be successful if a person understands organisational function (Marcy
et al. 2018).

4.2 AMO Model

Employees must be motivated to perform to achieve successful performance (Ashdown,

2018). The AMO model was developed as a means of improving organisational performance.
The model is extended here to highlight the essential parts of effective performance
management.

·       A –  Ability: This could also be knowledge that an employee possesses to carry

out their role

·       M – Motivation: Refers to the  necessary motivation the employee has to carry

out their role

·       O – Opportunity: This refers to the opportunity given to perform under

conditions where the employee is supported

The model is made up of fundamental psychological notions. It is a complex framework

since it includes both human resource techniques and employee viewpoints (Garcia et al.
2016). This methodology would assist leaders in critically assessing their present HR
practices.

4.2 360-degree feedback Performance Appraisals

There are several definitions for 360-degree feedback, but the most frequent is multisource,
360-degree, and full-circle feedback(s) (Garavan, 1997). This method aims to empower
employees to participate while allowing information to flow more horizontally from different
perspectives/sources. As a result, managers have a more realistic view of performance
(CIPD, 2020). Furthermore, 360-degree feedback promotes continual learning by focusing on
development areas and interests and motivation (Edwards, 1996). However, there is a
broader discussion that argues If not executed effectively, it might generate stakeholder
opposition and not have the anticipated good consequences (Newbold, 2008) It may be
expensive, complicated, and time-consuming (Maylett, 2009).

4.3 Implementing 360-degree feedback at National Office Supplies

 I recommend the 360-degree feedback for the National Office Supplies, as it would benefit
both the South West and the southern regional offices. For example, Daniel's approach of
dominating evaluation meetings and only allowing one-word replies in the Southern
Regional office. There are more effective methods of encouraging staff growth as Daniel’s
strategy does not reflect the desired performance culture at headquarters, but the 360-degree
strategy would develop a more bureaucratic and sustainable culture by encouraging two-way
dialogue.

Overall a good start. You have identified some key issues and you have demonstrated some
criticality. While you have some key ideas, you need to develop these more and link into the
key issues around performance and reward. Also ensure you are fully citing where you need
to, there are a number of areas of missed citations.

You do not seem to have included a reference list. I cannot therefore comment on your
references or check your links.