CHAPTER 5

Controlling performance Part 1

Learning Outcomes
Rewards and sanctions in managing performance, Diversity and equity practices, Health and
safety, Organisational culture:
• Analyse organisational culture and the relationship to employer and employee responsibilities in
managing the work environment, diversity and equality practices and health and safety in the
workplace.
.

2
 Target setting Balanced scorecard Theories

Performance Leadership
Drucker’s MBO
Management

Leadership, Classical theories Systems theory

Discipline & Fairness management
Grievance and control
Management
Management
control
HR School Concepts

Coaching Contingency theories

Performance Dismissal &
appraisal redundancy and
mentoring
Health &
Safety

3
 To provide and maintain a
To achieve a change in safe and risk-free
the behavior of workplace
employees Health and
Discipline Safety

To ensure the organisation

acts in a fair and non-
discriminatory manner
Management
Control Fairness

Grievance
Types of control:
o Personal
To provide a mechanism for centralised
employees to raise problems or Staff o Bureaucratic
concerns o Output
appraisal
To provide staff with o Clan or cultural
feedback on their
performance

4
Overview

• Health and safety

• Discipline and grievance
• Dismissal and redundancy
• Fairness in the workplace- Diversity and equality
• Culture

5
5
 Health and Safety

Benefits of health and safety controls:

o Employers legal obligation for health and
safety are being met
o Cost savings
o Company image
o Preserves the well being of employees and Identifying and controlling health and
others, improves employee morale, trust and safety risks:
motivation o Risk assessment
o Policy
o Communication
o Training
o Enforcement
o Monitoring

6
6
Discipline The process

Informal talk Oral warning

Suspension Written warning

The aim of disciplinary procedures is

Demotion, to improve rather than punish
transfer or
dismissal

7
7
Grievance

Unfairly Overlooked
Informal talk appraised for promotion

A grievance occurs when the employee

Suspension feels that they are being wrongly
treated by colleagues or supervisors.

Discriminated
Demotion, transfer or dismissal Being bullied against

Written warning

Right to appeal
Oral warning to tribunal

8
8
Dismissal and redundancy

Fair Dismissal Redundancy

Form of dismissal, could be as a result of:

• Conduct
• Capability o Cessation of business
o Cessation of business in the place where the
• Redundancy
employee was employed
• Statutory duty o Cessation for the type of work for which he
• Other substantial reason or she was employed.

9
9
Fairness, Diversity and Equality

Rosseau & Greller: The Equity Act Equal opportunities

Psychological • Removing discrimination
contract: Unlawful to discriminate on • Relates to disadvantaged
o Coercive groups
grounds of:
o Calculative • An HR role
o Cooperative • Age
• Relies on proactive action
• Disability
• Gender reassignment
• Marriage and civil partnership Diversity
• Pregnancy and maternity - Maximising potential
• Race - Relevant to all
• Religion or belief - A managerial role
• Sex
• Sexual orientation

10
10
 Culture
The organisation iceberg

Overt Visible:
Visible, Formal, Skills, Structure, Systems,
and Apparent Goals and Technology.

Invisible:
Shared values, Style, Staff,
Covert Attitudes, Conflicts,
Hidden, Personality and
Behavioural Communication Patterns.

11
11
Culture

Main influences on culture:

oSize
oTechnology
oDiversity
oAge
oHistory
oOwnership

12
12