Key Points Of Mode E and R Regulations Assignment

Assisgnment Task

Case Study T-Energy

T-Energy is a young and growing Birmingham-based company that is on a mission to provide clean energy and reduce its customers’ energy costs by helping them to generate, store and use their own energy. The team is currently about 40 strong, with 4 people in marketing and 1 person in HR (the HR team is soon to double in size). The company has a plan to grow the workforce

The HR manager used to work for one of the larger energy companies where she had been involved in overhauling their previously ‘under-performing’ performance appraisal system. The system had been a backwards-looking ratings-based system, which was not only failing to motivate and engage the employees but also appeared to be demotivating, evidenced by attrition rates. The rating system was supposed to be linked to a performance-based reward system, but the limited budgets available for pay increases meant that pay increases could be so little as to be considered derisory by the recipients. Managers were therefore ignoring the system and giving flat-rate increases across their teams. The new performance appraisal system that was brought in to replace it focussed on feedforward rather than feedback and on development and intrinsic reward (job satisfaction) rather than extrinsic reward (pay).

Now at T-Energy, the HR manager has the opportunity to create a brand-new performance appraisal/management system from scratch for a new and innovative company – something she is very passionate about and the reason she joined the company.

Being a small company, T-Energy has a very flat hierarchy, and it wants to keep things that way as it grows. So, what kind of performance management system would work for a company with few upward promotion opportunities?

And – the question that all organisations innovating in this area are still struggling with - how should the system be linked to pay?

Using theories and models discussed in the module, discuss the pros and cons for T-Energy of different performance management and reward systems.

This assignment is designed to assess learning outcomes 1-3:

1. Explain the purpose and key objectives of the HR function in contemporary organisations.
2. Identify and assess basic people management practice within a national and international context.
3. Define via practical examples how HR objectives are delivered in different organisations.

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