Human Resource Management and Change Portfolio

Question: Discuss about the Human Resource Management and Change Portfolio. Answer: Introduction: Managing the performances of the people, recognizing them and rewarding those particular people was supposed to be the vital issue for CERA Company and therefore, it was important to reduce these issues as to improve the desired growth of the firm. Managing the performances of the people engaged in the firm was found to be the most vital point for the development of the growth of the firm (Entrekin Scott-Ladd, 2013). The administration of the bonus scheme of CERA was not suitable for each of the performances given by different employees within the firm as some of the people were found to do extraordinary work where there were few of the employees who needed to be trained at each step. Thus, there was a need to develop the bonus scheme abs per reviewing the performances of the different employees within the firm as this would have helped in increasing the satisfaction level of the employees within the firm (Hartel Fujimoto, 2010). On the other hand, the management of people within C ERA was a question too many of the employees associated with the firm as the management of their performances with the help of paper was not enough to provide the desired elevation to the firm. It was found that the bonus scheme did not evaluate the tracking of the work and the performances of the employees individually and this was a question for a maximum number of the employees associated with the firm (Jacobs, 2009). The performance management at CERA was found to be a stock standard as it followed a management by the objectives type of scheme for the reviewing of the performances given by the different employees associated with the firm. This particular performance system was based on the objectives provided by the employees regarding their respective position and they need to set their targets based on the previous year's results which critically affected the execution of the business process of the firm. The review system was provided two times a year, firstly midyear review and then the review after the whole year. The final results of the review were not satisfactory for the good performers as the paperwork revealed the desired fact that the bad performers scored good position and they were rewarded effectively whereas the good performers were taken only for consideration (Triggle, 2014). After few years the implementation of the bonus type of scheme brought out certain changes to the working and performances of the employees. The reviewing of the performances and the appraisal programs were critically based on the exceeding goals by percentage. It reflected that the bonus was allocated to a particular area and then it was divided into the team members based on the senior person in the group (White Druker, 2013). The extraordinary performers were appraised by zipping bonus whereas the good performers were provided some extra money but the systems not found to be useful by many of the people. Some of the people who got to know about the rewarding and the bonus system evaluated the fact that there were many people who were not seen or appraised or was not seen effectively by the managers. It has been seen that in any other organization the reviewing of the performances of the employees as per the complete and best efforts provide them the desired motivation related to the work of the business process concerned. One of the reasons or can be said as the major problem of the bonus scheme was the misalignment throughout the workplace concerned. Therefore, it is strongly recommended that the managers need to understand the efforts of the individuals working in the company and them their performance should be reviewed by the management team and they should be provided with the desired rewards and incentives as deserved by them. It has been seen that some of the people understand the fact that they have been paid above the other companies in the market but the still expect a lot from the company and moreover, there becomes the crucial requirement of the rewarding and appraisal programs for the employees (Varma Budhwar, 2013). On the whole, the bonus scheme is found to have some of the vital issues and these needs to be reviewed by the management team as per the satisfaction of the employees. References Entrekin, L. Scott-Ladd, B. (2013).Human Resource Management and Change. Hoboken: Taylor and Francis. Hartel, C. Fujimoto, Y. (2010).Human resource management. Frenchs Forest, N.S.W.: Pearson Australia. Jacobs, C. (2009).Management rewired. New York, N.Y.: Portfolio. Triggle, N. (2014). Why managers are taking notice of staff happiness.Nursing Management,20(10), 9-9. https://dx.doi.org/10.7748/nm2014.02.20.10.9.s9 Varma, A. Budhwar, P. (2013).Managing human resources in Asia-Pacific. Hoboken: Routledge, Taylor, and Francis Group. White, G. Druker, J. (2013).Reward Management. Hoboken: Taylor and Francis.