3. Explain how we could tie our current reward system to a performance management system. (250-300 words limit)

1 of 2 HRM 460 Assignment 1 (Group) Case: Performance Management at CRB, Inc. 10% of Final Grade Chapter 1: Introduction to Performance Management System Fall-2021 Due Date: 24 Oct 2021:11:59 PM Please read carefully the case study and answer the following questions using the provided resources, your course textbook & your own ideas/insights. Case study-GROUP TURNITIN SUBMISSION Car Restoration Business (CRB, Inc.) is interviewing you for a position as its human resources manager on a part-time basis, working 20 hours per week, while you complete your degree. You would be the first HR manager they have ever been able to afford to hire, and the husband and wite owners (Al and Mary Brown) have been operating the small business for 10 years. In addition to you, they recently hired a part-time janitor (caretaker). This brought the paid staff to sax full-time employeesi a forestuan who is responsible for scheduling and overseeing the work, two auto body repair workers, a person who disassembles and reassembles cars, a painter, and a detail person who assist the painter with getting the car ready to paint and sanding and waxing it afterward. Al Brown handles sales and estimating prices, runs errands and chases down parts, and envisions the future, Mary has been doing the bookkeeping and general paperwork. The owners and employees are very proud of costs reputation for doing high-quality work in the restoration of old cars made as far back as the 1930 CRB pays its employees based on "agged hours," which are the number of paid hours that were estimated to complete the work lee, the estimate may say that it will take three hours to straighten a fender and prepare it for painting. When the auto body repair worker has completed straightening the fender, he would "flag" completion of three hours, whether it took him two or six hours to actually complete the work. It is to his benefit to be very fast and very good at what he does). CRB pays the workers 40% of what it charges the customer for the flagged hours, the other funds are used to pay the employer's share of the taxes and overhead, with a small margin for profit. The foreman, who does some "agged hours auto body repair himself, is | also paid a 5% commission on all the labor hours at the other employees, after the car is accepted as complete by the customer and the customer pays for the completed work Employees are given feedback by Al, the fore-man, and by customers on an infrequent basis. Right now, everything is going well and the employees are working as a team. In the past, the situation was less certain and some employees had to be fired for poor work. When an employee filed for government-paid unemployment compensation saying that he was out of works through, no fault of his own, CRB challenged the filing, and was able to prove that a had given a memo to the employee requesting improvements in cantity or quantity of work There has never been a formal planning or appraisal process at CRB. Mary Brown is reading about performance management and as wondering whether CRB should implement such a system. Please answer Mary's quesions based on your understanding at this small business