Human resource management practice I also available by michael armstrong

Performance management 

as a rewarding process

Performance  management,  if  carried  out  properly, 

can  reward  people  by  recognition  through  feed-

back, the provision of opportunities to achieve, the 

scope to develop skills, and guidance on career paths. 

All these are non-financial rewards that can encour-

age job and organizational engagement and make 

a  longer-lasting  and  more  powerful  impact  than 

financial rewards such as performance-related pay.

Performance  management  is,  of  course,  also 

associated with pay by generating the information 

required  to  decide  on  pay  increases  or  bonuses 

related to performance, competency or contribution. 

In some organizations this is its main purpose, but 

performance  management  is,  or  should  be,  much 

more about developing people and rewarding them 

in the broadest sense.