Fundamentals of Human Resource Management 6th Edition by Raymond Noe, John Hollenbeck, Barry Gerhart,Patrick Wright

Exercise 11

"Where Have I Heard That Before "
More than four out of ten employees hear about the same areas for improvement year after year, according to a survey by the HR training and consulting firm VitalSmarts. The firm asked employees if their latest performance review gave them the same negative feedback as in previous years, and 43 percent said yes. For these employees, being evaluated in prior years was not associated with any improvement in performance.
One explanation may come from another survey finding. Asked whether the review process included planning how to improve their performance, 87 percent said no. They were learning they needed to improve, and then managers were leaving it up to the employees to solve performance problems on their own. These results suggest that managers can be doing much more to develop employees. In that context, the employees who progress will be those who take responsibility for their own development-for example, asking for specific feedback, looking for a mentor, and establishing personal goals to improve.
A manager who takes a very different approach is Dharam Singh, managing director of VCare Project Management in Sydney, Australia. When one of Singh's employees is failing to meet job requirements, Singh has the employee set specific goals for improvement in the problem areas. Singh and the employee collaborate on establishing a plan for how the employee will achieve those goals. Singh also helps the employee understand how falling short of performance targets affects the firm as a whole.
Which purpose(s) of performance management is Singh fulfilling, according to the description given Explain your choice(s).