Implementing the PID Scheme in HM Courts and Tribunals Service

2020 ◽  
pp. 118-134
Author(s):  
Antonia Dietmann ◽  
Emma Milton ◽  
Phillip Moore
Keyword(s):  
Performance Management ◽  
Internal Audit ◽  
Line Managers ◽  
Direct Reports ◽  
Family Courts ◽  
Personal Impact ◽  
System A ◽  
Line Manager ◽  
High Level ◽  
Moderation Process

Her Majesty’s Courts and Tribunals Service (HMCTS) is responsible for the administration of the criminal, civil, and family courts and tribunals in England and Wales and nondevolved tribunals in Scotland and Northern Ireland. In 2016, HMCTS began a 6-year, £1.2 billion transformational reform program to modernize and upgrade the courts and tribunals system. A need was identified to change the HMCTS performance management (PM) process; the personal impact and development (PID) scheme was developed in response. The PID scheme includes regular conversations with direct reports to discuss performance, strengths, aspirations, and potential. It moves the HMCTS away from a past-focused, manager-driven PM system to a joint manager–colleague approach; employees are supported to achieve their goals and reach their potential. To achieve this, the objective setting was replaced with high-level outcomes and in-year monetary reward. Feedback about the PID scheme has been positive. People like the development focus, and line managers generally enjoy the flexibility they have. It takes fewer resources to operate—principally achieved through removing the moderation process—even when accounting for the higher frequency of performance conversations. Nearly three quarters of respondents to the annual staff survey said they had regular PID chats with their line manager. Of those who said yes, 67% agreed that the PID scheme had made them feel more supported by their line manager, and 69% agreed that their line manager had the skills needed to have a meaningful chat. HMCTS is heartened by early evidence, including feedback and internal audit results.

scholarly journals Target organizational structure and human potential

2021 ◽  
Vol 101 ◽  
pp. 02009
Author(s):  
Marianna Santalova ◽  
Irina Soklakova ◽  
Dariko Balakhanova ◽  
Elvira Lesnikova ◽  
Elena Chudakova
Keyword(s):  
Organizational Structure ◽  
Performance Management ◽  
Organizational Structures ◽  
Human Potential ◽  
Job Descriptions ◽  
Job Responsibilities ◽  
Management Structure ◽  
Line Manager ◽  
High Level

The article examines the success of companies depending on the quality of human resources and the organizational structure of their management. Based on the structure of human potential, the work highlights the processes that reduce it; the values of work of employees of the studied companies are ranked: work as a means of subsistence, communication with colleagues, confidence in the future, the installation "work as the main value in life", the possibility of creative growth. Problems in the field of personnel management are identified in two areas: composition of employees; performance management of staff. To improve the work of managers in the studied companies, it is proposed to implement a comprehensive program. It should include the following areas: changing the management structure, where job responsibilities are clearly reallocated; reviewing job descriptions in order to regulate employee responsibilities, support the most effective technology; and building organizational commitment of staff. The organizational structure of the studied trading firms should be made problem-oriented. Changing the structure will allow to: create additional links that deal with strategic planning; organize production and sales, improve quality, and develop production; the line manager will be able to delegate authority on certain issues and tasks.The proposed problem-oriented management structure, which has the advantages of all organizational structures, has no obvious disadvantages. It provides a high level of specialization of employees, performing a specific function; it is combined with the structure of the management system, is easy to form and operate, and is adaptive to changes. We suggest evaluating the effectiveness of human resource management when changing the organizational structure of management by the level of management decisions of organizations.

Study on Line Managers’ Competence-Based Abilities of Performance Management

2010 ◽  
Vol 40-41 ◽  
pp. 820-824
Author(s):  
Mei Yan Li ◽  
Ying Zong Liu
Keyword(s):  
Performance Management ◽  
Management System ◽  
Work Performance ◽  
Organization Performance ◽  
Performance Management System ◽  
Line Managers ◽  
Communication Capacity ◽  
On Line ◽  
Definition Of ◽  
Line Manager

The line manager, playing a role to promote and implement the performance management system, is the key to system’s success. A line manager’s ability to manage performance determines the level of subordinates’ performance, and then influences the efficiency of performance management system. This paper first gave the definition of ability to manage performance for a line manager, and then according to the Gallup’s research, pointed out the competence characteristics for line managers’ abilities to manage performance, which involves communication capacity, encourage ability, authorizing and coaching capability. Line managers possessing higher level of abilities to manage performance can stimulate the performance potential of subordinates, enhance the work performance of subordinates, and then improve sector and organization performance.

Social workers as state and citizen-agents. How social workers in a German, Dutch and Flemish public welfare organisation manage this dual responsibility in practice

2021 ◽  
pp. 146801732110097
Author(s):  
Michelle van der Tier ◽  
Koen Hermans ◽  
Marianne Potting
Keyword(s):  
Social Workers ◽  
Public Welfare ◽  
National Study ◽  
Front Line ◽  
Line Managers ◽  
Daily Work ◽  
Line Manager ◽  
Cross National Study ◽  
The Relationship

Summary Professional standards state that social workers in public welfare organisations should act as state and citizen-agents. However, the literature provides little insight into how social workers navigate this dual responsibility in their daily work. To address this gap, we used Maynard-Moody and Musheno’s theory on state and citizens-agent narratives to analyse street-level practices of social workers in three local welfare organisations in Germany, the Netherlands and Belgium. This article explores how three specific organisational mechanisms (decision-making authority; the role of the front-line manager and the degree of specialisation) affect the ways social workers navigate both agent narratives in public welfare organisations. The data were gathered by a mixed method design of in-depth interviews and focus groups. Findings Our study shows that social workers struggle with the tensions that intrude between the state and citizen-agent narrative. We found that the extent to which both narratives are adopted by social workers is affected by a complicated interaction between the beliefs of social workers about social justice and responsiveness and the selected organisational mechanisms. Moreover, we found that critical reflection and a supportive attitude of front-line managers can help social workers to manage their double responsibility in practice. Application Our cross-national study contributes to a deeper understanding of the relationship between organisational mechanisms and the moral deliberations of social workers regarding their dual responsibility. It provides in-depth insights into the tensions and conflicts social workers in different contexts face daily on account of their dual responsibility.

Experiences of job demand and control: A study of first line managers in for-profit psychiatric and addiction care

Work ◽  
2021 ◽  
pp. 1-9
Author(s):  
Linda Widar ◽  
Erika Wall ◽  
Sven Svensson
Keyword(s):  
First Line ◽  
Line Managers ◽  
For Profit ◽  
Job Demand ◽  
Organizational Position ◽  
Wide Range ◽  
Line Manager ◽  
Addiction Care ◽  
And Control ◽  
Demand Control

BACKGROUND: The complex position of a first line manager is characterized by heavy workload and contradictory demands. Little is known about how first line managers experience demand and control in their work. OBJECTIVES: The aim of this study was to explore experiences of demand and control among first line managers within psychiatric and addiction care. METHOD: In the present study, interviews with ten managers in for-profit psychiatric and addiction care in Sweden were analyzed with a phenomenographic approach. RESULTS: The managers experiences of demand and control implied varied and extensive responsibilities for a wide range of professions; regulation by organizational, economic, and political frameworks; creating balance in their work; and handling the emergence and consequences of acute crisis. These experiences of demand and control involved high and contradictory demands together with coexisting high and low levels of control. Many of their work characteristics could be described in terms of both demand and control. CONSLUSION: The first line managers experiences of demand and control are more complex than implied by the job demand control theory. Our results suggest that the organizational position and branch should be considered when identifying health hazards in the work environment of first line managers.

scholarly journals Conditions for Workplace Learning as a New First-Line Manager in Elderly Care

2021 ◽  
Author(s):  
Karin Wastesson ◽  
Anna Fogelberg Eriksson ◽  
Peter Nilsson ◽  
Maria Gustavsson
Keyword(s):  
Workplace Learning ◽  
Elderly Care ◽  
Qualitative Interviews ◽  
Professional Experience ◽  
Learning Needs ◽  
Work Experiences ◽  
First Line ◽  
Line Managers ◽  
Learning Conditions ◽  
Line Manager

AbstractThe purpose of this article is to explore first-line managers’ experiences of workplace learning in elderly care, with a particular focus on the conditions for learning when entering a new workplace as the new manager. Qualitative interviews were conducted with 35 first-line managers from three organisations in Sweden. Four learning conditions emerged as being particularly significant for first-line managers: the managers’ previous professional experience, job-specific training, social support, and the joint repertoire of organisational arrangements. These conditions shifted in importance during the process of entering the workplace, and the way in which the conditions gave access to learning for different managers varied. The managers’ professional experience and others’ recognition of them had a considerable impact on their admittance to the new workplace. After the initial entry phase, the other three learning conditions became more significant and played a role in enabling or constraining the managers’ learning and becoming the new manager. One conclusion is that contextual and work experiences from elderly care were significant for learning during the initial phase and in order to gain access to workplace learning. Another conclusion is that high expectations and great responsibility were placed on the managers to satisfy their own learning needs. This implies that professional, social and emotional support that is received informally is just as significant for learning as formalised training for entering a new workplace as a new manager.

Juggling on the line

2015 ◽  
Vol 37 (4) ◽  
pp. 459-474 ◽  
Author(s):  
Samantha Evans
Keyword(s):  
Critical Role ◽  
Case Study Research ◽  
Critical Factor ◽  
Employee Relations ◽  
Front Line ◽  
Structured Interviews ◽  
Line Managers ◽  
Content Type ◽  
Nuanced Understanding ◽  
High Level

Purpose – The purpose of this paper is to examine the interplay between the role of front line managers (FLMs) and their contribution to the reported gap between intended and actual human resource management (HRM). Design/methodology/approach – The findings draw on case study research using 51 semi-structured interviews with managers across two UK retail organisations between 2012 and 2013. Findings – This paper argues that FLMs are key agents in people management and play a critical role in the gap between intended and actual employee relations (ER) and HRM. The research found that these managers held a high level of responsibility for people management, but experienced a lack of institutional support, monitoring or incentives to implement according to central policy. This provided an opportunity for them to modify or resist intended policy and the tensions inherent in their role were a critical factor in this manipulation of their people management responsibilities. Research limitations/implications – The data were collected from only one industry and two organisations so the conclusions need to be considered within these limitations. Practical implications – Efforts to address the gap between intended and actual ER/HRM within organisations will need to consider the role tensions of both front line and middle managers. Originality/value – This research provides a more nuanced understanding of the interplay between FLMs and the gap between intended and actual HRM within organisations. It addresses the issue of FLMs receiving less attention in the HRM-line management literature and the call to research their role in the translation of policy into practice.

scholarly journals The North-South Gas Corridor in the Context of Poland’s Gas Transmission System—A Perfect Opportunity to Diversify Gas Resources

Energies ◽  
2021 ◽  
Vol 14 (21) ◽  
pp. 7188
Author(s):  
Wiktor Hebda
Keyword(s):  
Energy Security ◽  
Field Research ◽  
Green Energy ◽  
Coal Production ◽  
The North ◽  
System A ◽  
State Of Affairs ◽  
High Level ◽  
Huge Challenge ◽  
Gas Supply

The energy sector in Poland is currently calling for dynamic redevelopment and cleaner energy. This country is world famous for its high level of coal production, from which it does not want to retreat in the next two decades. For this reason, it is safer to gradually reduce the use of coal while increasing the consumption of gas and simultaneously developing green energy. However, the Polish gas sector is still dependent on Russian gas supplied through the Yamal gas pipeline. Taking into consideration Polish geopolitics, this state of affairs poses a huge challenge and a threat to Poland’s energy security. That is why the concept of the North-South Gas Corridor was introduced. It is intended to be a network of gas pipelines that connect the countries of Central and South Europe to two gas terminals (in Poland and Croatia), which will supply gas from a chosen source. This article presents the current condition of the gas sector in Poland. It focuses on the North-South Gas Corridor project and its impact on the energy security of Poland. An analysis of documents and field research shows that the North-South Gas Corridor provides Poland with an opportunity to diversify the sources and directions of gas supply over the next few years.

scholarly journals Perceptions of organisational readiness for the performance management system: A case study of a University of technology

2012 ◽  
Vol 8 (3) ◽  
pp. 39-47
Author(s):  
Bethuel Sibongiseni Ngcamu
Keyword(s):  
Performance Management ◽  
Management System ◽  
Quantitative Research ◽  
Business Processes ◽  
Survey Method ◽  
Performance Management System ◽  
System A ◽  
Management Interventions ◽  
University Of Technology ◽  
The University

The absence of a single performance management system (PMS) aligned to institutional strategy and business processes often results in failure to deliver anticipated benefits as it is not cascaded down to all departments, teams or individuals. This study aims to determine employees’ expectations for the proposed PMS and their perceptions of the system’s impact on effectiveness within the university concerned. This study adopted a quantitative research design and a survey method was used, whereby, a structured questionnaire was administered by the researcher to a selected population size of 150 of which 108 completed questionnaires, generating a response rate of 72%. The study reflects a disproportionately high percentage of 34% of the respondents who disagreed and 21.3% who were undecided as to whether PMS is needed at the university concerned where the majority of these respondents being academics and those with matriculation. The university concerned should develop a PMS which is aligned to the university strategic plan and to other university policies coupled with structured change management interventions focusing on academics and semi-skilled employees.

scholarly journals To Keep Close or to Let Loose: Recipe for Sustainable Quality Dyad

2021 ◽  
Vol 12 (3) ◽  
pp. 10
Author(s):  
Medina Halako Twalib
Keyword(s):  
Response Rate ◽  
Career Mobility ◽  
Primary Data ◽  
Access To Information ◽  
Policy And Practice ◽  
Dyadic Relationship ◽  
Direct Reports ◽  
Group Members ◽  
High Level ◽  
Descriptive Survey

This study’s objective was to determine factors that that sustain a quality dyad. Leaders are known to consciously and sub consciously form two groups; in-group and outgroup members. Studies have revealed that in-group members work overtime and perform extra duties and in turn, get favours from the leaders including career mobility and access to information, among other favours. Literature is unclear on how these groups are formed and this paper embarked on finding out the recipe of the formation and sustainability of a quality dyad. It was hypothesised that being a male member, trust and competence are not recipes of a high-quality relationship. Descriptive survey was employed; a population of 19 leaders were responding to questions about their 169 employees who report to them directly. Primary data was collected using semi-structured questionnaires.122 pairs of leaders and their direct reports was the response rate (72.2%). Descriptive statistics were used to analyse the data. The hypothesis was tested using logistical regression technique. The results showed that competence and trust are the recipe for an inclusion into the in-group of a leader. Gender, on the other hand, was not a recipe for a sustainable quality dyadic relationship. It is recommended that employees should ensure high level trustworthiness and competence for them to be kept close by the leader. The paper suggests that more variables can be considered as recipes for the quality dyadic relationship. These findings add significant value on both theory, policy and practice.

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