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Performance, Compensation, and Rewards

Tyler Hall

CPMGT/301

July 30, 2018

Gary Denney

Photo credits:

http://www.recognizethisblog.com/2012/11/you-do-whats-rewarding-for-you/

http://trendymanagement.over-blog.com/article-article-6-is-reward-in-management-always-synonym-of-performance-87509785.html

1

Introduction

Introduction

This presentation will define and identify the performance measurement practices, compensation, and rewards associated with the smartphones for upper management scenario. For this purpose, the focus of this presentation will demonstrate and analyze the following:

Performance Measurement Practices

Financial Compensation

Rewards

Human Resources Plan

2

Performance Measurement Practices

Financial Compensation

Rewards

Human Resources Plan

Performance: Measurement

Performance Measurement Practices

“A good project manager will make it immediately clear to all new functional employees that if they perform well in the project, then he (the project manager) will inform the functional manager of their progress and achievements” (Levin & Wyzalek, 2015). The progress and feedback can provided in several different methods that are influenced by the organizational structure in most cases. However, as with any project the individuals will be measured by how they perform from the start to finish of the project. The milestones brought forward by the WBS (Work Breakdown Structure) will be used to evaluate the employees. Therefore, each evaluation may differ because the job duties and responsibilities are not the same for everyone.

https://www.dreamstime.com/stock-image-measuring-performance-tape-measurement-word-chalkboard-image39102621

3

Performance Measurement

Evaluation

Performance: Evaluation

Written, Confidential Evaluation

Prepared by project manager

Given to functional manager

Only line manager’s evaluation shown to employee

Non-Confidential Evaluation

Prepared by project manager given to functional manager

Functional manager prepares their own evaluation

Both evaluations are shown to employee

Functional Manager Evaluation

No input from project manager

Functional manager must be highly involved

Performance Evaluations

Written, Confidential Evaluation – When this evaluation is used the functional manager uses the comment from the project manager and then proceeds to develop their evaluation. The only will not see the evaluation that is prepared by the project manager, only the evaluation prepared by the line manager. This method is not preferred because in many cases the individual evaluated does not receive the response and less likely to improve.

Non-Confidential Evaluation – When this evaluation is used the functional manager uses the project manager’s evaluation to prepare their own. The employee is shown both evaluations by the project manager and functional manager once they are completed. This method is preferred by most functional managers and project managers, even though it would make it possible for an employee that is average or below average to see the report while still working on the project. If they are going to improve the employee will use this to better themselves. Bad feelings or sabotage can be avoided by speaking openly and honestly with team members and using this method can be used to help them improve (Levin & Wyzalek, 2015).

Functional Manager Evaluation – When this evaluation is used the functional manager prepares the evaluation with no input from the project manager. This method is not preferred because it requires the functional manager to know many specifics regarding what each of their employees is doing and how they are performing in the project. It requires the functional manager to dedicate the time that is usually not available to evaluate one accurately.

Photo credit:

http://stevton.com/services/od-training/conducting-evals/

4

Evaluations

Compensation: Financial

Compensation

Each employee involved in the project will continue to earn their normal wages, regardless if they are salary or hourly employees, throughout the duration of the project. Although it is not foreseen in the event overtime is required, salary employees will be compensated time off at a later date and hourly employees will receive the standard overtime rate of one and one-half time their hourly rate for all hours of overtime.