Challenges in performance management Print Page A range of challenges confront managers and HR leaders when establishing a performance management system. Staff at all levels can have a critical role in this complex process. In this Key Concept Exercise, you will explore the challenges of – and possible solutions to – implementing a performance management system. To prepare for this Key Concept Exercise: • Read the Required Learning Resources for Week 5. To complete this Key Concept Exercise: • In approximately 500 words, analyse specific challenges faced by staff and managers in implementing performance management systems, and recommend ways in which HR leaders can help staff and managers overcome these challenges. In formulating your Key Concept Exercise, consider the following questions: • How do the challenges faced by employees – or those subject to the performance management system – differ from those faced by managers responsible for implementing it? • What are the implications for staff, and the organisation as a whole, if these challenges are not overcome? Be sure to read over your Key Concept Exercise before submitting it to your Instructor. Make sure the spelling and grammar are correct and the language, citing and referencing you use when providing your opinion are appropriate for academic writing. This assignment is graded. See the rubric for specific grading criteria. Submit your Key Concept Exercise. Note: Please use the provided references in the assignment as the instructor will check the citation and the reference. Aguinis, H. (2012) Performance management, 3rd ed. Upper Saddle River, NJ: Pearson Prentice Hall. • Chapter 9, 'Performance management skills' Armstrong, A. (2014) Armstrong's handbook of performance management: an evidence-based guide to delivering high performance, 5th ed. London: Kogan Page. • Chapter 14, 'Performance management and employee engagement', pp.207-214 Armstrong's Handbook of Performance Management: An Evidence-based Guide to Delivering High Performance, 5th Edition by Armstrong, A. Copyright 2014 by Kogan Page Limited. Reprinted by permission of Kogan Page Limited via the Copyright Clearance Center. Armstrong, A. & Baron, A (2004) Managing performance: performance management in action, 2nd ed. London: CIPD. • Chapter 11, 'Managing underperformers', pp.135-140 Managing Performance: Performance Management in Action, 2nd Edition by Armstrong, A.; Baron, A. Copyright 2004 by Charted Institute of Personnel and Development. Reprinted by permission of Charted Institute of Personnel and Development via the Copyright Clearance Center. Dahling, J. J. & O'Malley, A. L. (2011) 'Supportive feedback environments can mend broken performance management systems', Industrial and Organizational Psychology, 4 (2),pp.201-203. Diamante, T. (2009) 'Authentic performance: the valuation of behavior as a negotiated business outcome'. In: Smither, J. & London, M. (Ed.) Performance management: putting research into action. San Francisco, CA: Pfeiffer, pp.491-526. Performance Management: Putting Research into Action, 1st Edition by Smither, J.; London, M. Copyright 2009 by John Wiley & Sons - Books. Reprinted by permission of John Wiley & Sons - Books via the Copyright Clearance Center. Mone, E., Eisinger, C., Guggenheim, K., Price, B. & Stine, C. (2011) 'Performance management at the wheel: driving employee engagement in organizations', Journal of Business Psychology, 26 (2), pp.205-212.