Human Resource Management Models The performance management model is one of the four major human resource management interventions deployed throughout organizations in contemporary times. The others include talent and career development interventions, work diversity dimensions and interventions, and stress management diagnosis and intervention. The performance management model is predominantly concerned with motivating employees to increase their performances. This model hinges on business strategy, employee involvement, and workplace technology -- which are utilized to maximize the performance of both individuals and groups of employees. From these sources, an organization is able to devise reward systems, goal setting, and evaluation of performances to help improve performance efficacy.

The performance management model is pivotal to understanding the sort of leadership styles and attributes in place at Procter & Gamble and Colgate-Palmolive, respectively. Understanding how these organizations choose to motivate their employees -- particularly when viewed through the lens of the aforementioned model -- can yield valuable insight into the different leadership and managerial techniques that are in place at these businesses. Of particular interest is the way that these organizations actually appraise the performances of their employees. This factor, naturally, correlates to the sorts of goals that the organization has for its various employees and the system of rewards that are in place to help fulfill them. Thus, it appears prudent to include information in the questionnaire administered to these organizations regarding their leadership that relates to the foregoing model.

Talent and career development intervention are of immense importance, both to organizations and to the research I am conducting about Procter & Gamble and Colgate-Palmolive. These interventions are utilized by companies to develop and groom personnel for management and upper level management positions. As such, they deliver substantial information about a company's values and mores: both in general and in terms of its style of leadership. There are a number of specific interventions that are comprised of this particular human resource management intervention. These include assessment centers, job rotation and challenging assignments, and a few others. What is notable about these interventions is that they range the gamut of employee...

However, these different interventions have distinctions in their projected outcomes. Outcomes can range from reduced rates of turnover to increased job satisfaction. Others include the accumulation of organization wide knowledge and the monitoring of the development of human resources.
All of these differences in the focus and varieties of talent and career development interventions reveal different styles and approaches of an organization. As such, the questionnaire disseminated to various employees of Procter & Gamble and Colgate-Palmolive should seek to incorporate data about which of these interventions these companies use. Doing so could indicate insight into management and leadership style, which in turn can be parsed to understand how these companies create competitive advantage from these tactical measures.

Work diversity dimensions and interventions are based on the various points of differentiation that exist between employees. These can include differences in gender, disability, racial ethnicity, religion, age, and more. Interventions based around these distinctions strive to utilize these points of differentiation in such a way that employers are able to minimize any tension caused by them, while exploiting them to help them reach their organizational goals. In many ways, it would be interesting to understand how the organizations I will use for the purpose of research utilize these interventions. Specific insight gleaned from adding questions to the research that can help determine this fact include priorities of those in leadership and management positions, as well as their efficacy in minimizing points of dissimilarity between workers while cohering them to organizational objectives.

It would be immensely interesting to determine how Procter & Gamble and Colgate-Palmolive address these factors in terms of management and leadership. Issues of diversity have become widely addressed in the workplace in part because of the competitive advantage and business value they can add to companies. By incorporating queries into the questionnaire from these two organizations, it is possible to determine if this notion is true and to what extent it is so. Interventions for this facet of Human Resource Management include reward systems and equal opportunity employment measures, among others.

Stress…