Driving Performance.

To achieve organisational outcomes, reward must drive performance and performance must drive reward. Discuss. Your audience is the person / people who will take action based on the report. You need to make sure that your logic and reasoning is clear why are you planning to do the things you are describing, what will they do and why. Your reader should be able to either take actions as a result of the report or see why the actions have worked (if it is a change that has already taken place) this is only possible if the underpinning logic is clear and the recommendations are well explained and have well defined planned outputs. Broadly, to address the assessment requirements, the structure of the implementation report could include: – Executive summary – a summary of the whole report. This is not essential. – Table of contents – Introduction – this is where you will provide a brief of the purpose of the report, the context, goal and problem, desired outcomes and scope of the report (the introduction should not be too long) – Main body (you can select a suitable heading): This is the main part of the report. This section should detail your integrated performance and reward plan – the theories you are applying, how the desired outcomes would be achieved. It needs to be clear why these are the right actions for your particular context. We are looking for depth of analysis of the literature and how it is integrated. You can also include potential challenges / risks that you can see in implementing this plan. – Conclusion and Recommendations (you can have two sections or combine this) – This is very important. Your reader should be able to clearly understand what needs to be done to achieve the outcomes. – References to include: -Babcock, P., Bedard, K., Charness, G., Hartman, J. and Royer, H. (2015). Letting Down the Team? Social Effects of Team Incentives. Journal of the European Economic Association, 13: 841870. doi: -Garbers, Y. and Konradt, U. (2014). The effect of financial incentives on performance: A quantitative review of individual and team-based financial incentives. Journal of Occupational and Organizational Psychology, 87: 102137. doi:11/.Show more