A case study -- Performance review

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Taylor Woodrow is one of the largest housebuilding and general construction companies in the UK. It concentrates on building houses as well providing housing management service. Taylor Woodrow’s operating objectives contain becoming the leader of its area and keeping the best safety record. Besides, objectives of employees in Taylor Woodrow may include receiving satisfied salary, being trained properly for advanced career and feeling safe in workplace (The Times 100, 2014). Taylor Woodrow implements a series of HRM practices to create a fit between the objectives of the company and its employees. Performance management is an essential part to ensure these two sets of goals accordant.
Taylor Woodrow plc devotes itself to a performance review process for all its employees. In this performance review process, an individual performance review enables each employee has an opportunity to sit and have a formal talk with his/her manager. The manager can identify the employee’s development needs and aspirations through the conversation and keep the consistency between individual’s goals and the company’s.
To prepare an individual performance review, at first, employees write down their career needs and expectations for their career in future, as well as the targets they have achieved. Afterwards, managers will go through what employees write down before the formal review and plan ways of communication to convince employees the corporation’s operating goals are positively relevant to individual goals and needs. What is more, Taylor Woodrow plc carries out individual performance review twice a year for each employee, one in January and the other in July. This system gives the company chances to illustrate the latest objectives at the begin...

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...nmatched grades they received. Research shows that most employees believe that they belong to those who have above-average performance. Then, employees with below-average performance may react negatively when they receiving true rating results (Bol, 2011). Once an employee feels the performance review cannot evaluate his or her true performance any more, they may not follow the performance management process. In another words, performance management process will lost impact on this employee. It may enlarge the communication gap between employees and the company. It may also reduce working efficiency of workers.
In all, performance review should behave as a problem-solver instead of a trouble-maker. In order to create an effective performance review, the company needs to build up a trusting relationship where employees can receive help and suggestion when they need.

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