Canadian Strategic HRM: Performance Management and Executive Compensation

Canadian Strategic Human Resource Management
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Canadian Strategic Human Resource Management
Question 1a: Performance Management
Performance management comprises setting goals, monitoring developments, offering feedback, and evaluating employee performance. Schwind et al. (2022) and Hancock et al. (2018) share similarities and notable differences. Some similarities between Schwind et al. (2022) and Hancock et al. (2018) include goal-setting, which emphasizes the importance of giving staff members certain, achievable goals. Schwind et al. (2022) pinpointed that in combination, workers achieving their personal goals are essential to the organization's realizing its objectives. Complete performance measurement programs demonstrate the connection between the organization's goals and worker's objectives and work plans. One strategy is to ensure organizational goals force sophisticated expectations and goals at the individual, team, and unit levels. On the flip side, Hancock et al. (2018) pinpointed that aligning worker's goal with organizational priorities is vital in developing a foundation of trust in performance management. This process involves being precise about what the company expects from workers and specific about how their work eventually fits into the bigger picture of the company's goal. 
Moreover, the textbook and the article are similar in addressing giving feedback. Both emphasize how vital it is for managers and employees to communicate and provide continuous feedback. Hancock et al. (2018) purport that workers still complain about the feedback they receive, arguing that they feel disconnected or biased from their work. Top executives still rate performance management as a bureaucratic, box-confirming exercise. Meeting the objective measurements in more complex situations and roles takes a lot of work. These complex situations demand more regular feedback. Moreover, both the textbook and article evaluate the concept of performance appraisal. They elaborate mechanisms to evaluate and record employee performance. Schwind et al. (2022) noted that performance appraisal can act as an approach to provide information to describe how employees are performing in their jobs. Also, performance appraisals are communication tools for executives to notify workers about the expected performance. They are also integral in guiding discussions concerning fields of strength and weaknesses for the worker that may trigger development and training enrollment and notify long-term career plans. 
On the other hand, there are notable variations in certain resources, tactics, or case studies addressed in the two