This document discusses performance management at Robertson Engineering. It outlines the performance management cycle used, including performance agreements, managing performance throughout the year, and performance reviews. It describes setting objectives and measuring performance against those objectives. It also discusses providing personal development plans, training, and feedback to employees. Conducting informal reviews and focusing on feed-forward instead of judgments are recommended to support employees' development.

1. Mustafa Watar Robertson Engineering
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Robertson engineering case study
Synergy University
Professor: Francois Bester
Prepared by: Mustafa Watar

2. Mustafa Watar Robertson Engineering
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Using the cycle of Performance management which is performance and development agreement,
managing performance throughout the year, performance review, (Armstrong, human resources
management 10th
edition),
Performance and development agreement form the basis for development, feedback and
assessment
 In fact the performance agreement basically contains performance improvement plan and
personal plan. First of all creating a role profile which sets out the role requirements and
competencies for effective performance. However, the company needs to sets out individuals’
role in terms of expected results, competencies and behavioral competencies and what support
they will receive from their managers (Armstrong, human resources management 10th
edition).
 Setting objectives such as work objectives, targets, projects and behavior to describe what role
holder achieved and what has to achieve which is an important part in the performance
management process also setting the S.M.A.R.T mnemonic to summarize the criteria for
objectives (Armstrong, human resources management 10th
edition).
 Measuring performance and level of achieving the objective to indicate whether things going well
to build further success or things are not going well to set corrective actions (Armstrong, human
resources management 10th
edition) .
 Setting up performance planning between managers and employees to know what are the
competencies that required and what is required to achieve the objectives and clarifying standards
and also setting up measures to demonstrate and monitor individuals performance
 Establishing personal plan for individuals’ improvement and by taking learning actions and
providing trainings to develop set of activities such as coaching, self-management, and project
work….etc.
Managing performance throughout the year by directing, monitoring and measuring as well as making
decisions, also support and encouragement of top management (Armstrong, human resources
management 10th
edition)
Reviewing performance which basically depends on the performance and development agreeing for
normal good management practices, conducting informal review especially in the Robertson engineering
and its informality and also encourage the employees’ involvement by establishing meetings for
reviewing the performance and how it could be better and for better achievements in the future
(Armstrong, human resources management 10th
edition)
In case that Robertson engineering employees’ sensitivity for feedback instead of taking feedback and
making judgments, a win-win approach can be perfect to avoid retreating into defensive emotions , in
other words concentrating on the stories and experiences from the work to look for better support and
development in the future this approach called feed-forward (Kluger & Nir, 2009).
In addition, Using a systematic training is the key for effective training which planned and implemented
to meet the defined needs and decide what kind of training is required, and supported by experienced
trainers eventually follow up with an evaluation to ensure the effectiveness, just in time training is a good
approach which based on an identification of the latest requirements, priorities and plans of the
participants (Armstrong, human resources management 10th
edition).