1. Identify and Describe the Stages in the Process for Developing Employees (text p. 380; ppt slides: )

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "1. Identify and Describe the Stages in the Process for Developing Employees (text p. 380; ppt slides: 10.4 10.5)"

Transcription

1 Developing, Appraising, and Rewarding Employees Identify and Describe the Stages in the Process for Developing Employees (text p. 380; ppt slides: ) Developing Employees The development of employees begins when individuals enter the organization and does not end until they leave. Every person in the organization will be affected by the ways in which the enterprise recruits and develops its people. Recruiting Recruiting is the process of attracting qualified applicants for available positions. Applicants can come from internal sources employees who want to change positions and from external sources, those outside the organization (e.g., databases, newspaper ads). By developing a job profile that accurately defines the duties, responsibilities, and skills required for the job, the recruiter can search for the person with the appropriate technical skills. Recruiters must understand a firm s value system and understand its intangible needs to fill positions with people who will fit into a firm s culture and who can work effectively. Selection and Screening Fig Screening is the process of eliminating applicants who are unlikely to be successful on the job. Selecting is the process of determining which applicants will be offered jobs; one way to do this is by checking the applicant s education, previous employment, credit history, and driving record. Another useful screening and selecting tool is the job interview. Structured interviews ask all applicants the same question; unstructured interviews focus on specific objectives but allow the interviewer to make comparisons among job candidates. Fig lists common questions applicants often ask hiring managers. Another common approach is the use of screening tests such as the demonstration test, which demonstrates proficiency in a specific job-related skill such as word-processing. Regardless of the type of test used, the company must be careful that it does not discriminate against an applicant.

2 248 Chapter 10 Inquiries that invade privacy provide a good example of discriminatory practices in hiring; job applications and job interviews cannot delve into areas that are not job related. Orientation Orientation is the process of introducing new employees to their work group, their superior, and their tasks. Many important advantages are associated with an effective orientation: Reduction in the costs of instruction A lessening of anxiety regarding job failure A reduction in employee turnover A saving in time spent on assistance An increase in the employee s job satisfaction Training Employee training can take many forms; the first step is to identify the objectives of the training: What does the individual need to know? The basic types of training include: Apprentice training, designed to teach employees the rules for getting the work done Vestibule training takes place in an environment that simulates the actual workplace. The immediate superior and fellow workers provide on-the-job training. Off-the-job training is done away from the workplace for nontechnical activities or ideas. Virtual training uses a computer and a well-designed learning program, e-learning. There is an increased scope and depth of training that companies offer to employees; virtual training has gained momentum and is predicted to be the vehicle for training for the future. Honeywell, one of the largest companies in America, is challenged to find talented employees; it developed the world s learning management system, which will serve 111, 000 employees worldwide. Another development is diversity training designed to teach managers how to deal with America s changing workforce. A third development in training is the use of in-house programs; Wal-Mart has a 20-week training program for all managers, assistant managers and management trainees. More common, however, are firms that combine in-house and university-linked training for their people.

3 Developing, Appraising, and Rewarding Employees 249 Appraising Subordinates How does one separate the best from the average or poor performers? The answer is a well-designed performance appraisal process. To understand the performance appraisal process, it is necessary to: Examine the performance appraisal cycle Examine the appraisal tools used for evaluation Compare the attributes of appraisal techniques Learn to recognize he problems that can accompany a performance appraisal 2. Discuss the Performance Appraisal Cycle (text p. 387; ppt slide: 10.6) Performance Appraisal Cycle Fig The performance appraisal cycle helps managers to set goals and evaluate subordinate performance. There must be established performance standards to specify what the worker is to do. There must be a method of determining individual performance. There must be some comparison of performance. An evaluation of performance should be made on the basis of the comparison. Once the last step is completed, the manager and the subordinate are read to establish performance standards for the next evaluation period. 3. Identify Four Performance Appraisal Tools and Tell How Each Can Be Used in Appraising Employees. (text p. 388; ppt slides: ) Performance Appraisal Tools Many kinds of appraisal tools can be used to evaluate employee performance. Graphic Rating Scales Fig Graphic rating scales evaluate employees on the basis of predetermined factors.

4 250 Chapter 10 In Fig. 10.3, the factors on which the employee is to be evaluated are identified and the degrees of evaluation spelled out. The rater, usually the subordinate s boss, reads each of the factors and checks the appropriate box; by totaling the value associated with every factor, the rater obtains a total score. Each rating level communicates a different message and has a different outcome; there are advantages and disadvantages for having a different number of rating levels. Paired Comparison Method Fig The paired comparison method compares each person against all others being evaluated; it is more discriminating than graphic rating scales. This method compares each employee to every other one in the group with respect to a number of factors; it determines who is best and who is worst. A rater may end up with five to ten paired comparison forms before compiling the scores and getting an overall evaluation for each employee. Management by Objectives Fig Management by objectives is a process by which superior and subordinate jointly set goals that then are used for evaluating the individual. How MBO Works Fig Advantages of MBO The manager identifies the goals of the unit over the next evaluation period The duties and responsibilities of each individual are clearly described The manager and subordinate mutually set goals for the subordinate An annual goal-setting worksheet is used to help the subordinate reach objectives Each subordinate s goals are checked to determine whether objectives are met. Results are measured against goals at the end of the assigned time and the cycle starts again MBO is easy to understand and gives attention to the subordinate in the goal-setting process. MBO places a strong emphasis on quantifiable objectives tied to a time dimension, and there is a concentration on the organization s key goals. In the MBO approach, emphasis is given to working with a small, manageable number of objectives; MBO coordinates the activities of units by linking each with those above.

5 Developing, Appraising, and Rewarding Employees 251 Another advantage is that MBO encourages the manager to delegate time-consuming activities and devote energy to planning and control. Overall, MBO has been well accepted in many organizations; managers like the systematic approach and the emphasis given to planning, organizing, and controlling Degree Evaluation Reviews Fig These reviews are carried out by a person s superior, subordinates, peers, work group, and others in frequent contact. The reviews have six steps: The employee and manager agree of a list of individuals to do the evaluation The evaluators complete the forms The manager summarizes the data The manager and subordinate discuss results and develop a plan of action The 360-degree summary and action plan are used to evaluate the individual The action plan is used as a guide to provide leadership direction to the individual. The overall development process is linked closely to the firm s business strategy,so that all new skills, knowledge, and training help the individual meet goals. 4. Describe Four Major Problems Associated with Performance Appraisal. (text p. 397; ppt slide: 10.9) Performance Appraisal Problems Performance appraisal helps the manager to identify those who should be rewarded for adequate or superior performance and those who are not. However, such an approach can yield erroneous results if the appraisal form is designed improperly or it the rater is biased. Clarity of the Appraisal Form A common appraisal problems relates to clarity of the form; if every appraiser doesn t have an identical interpretation of what the factors and ratings mean, uniformity is impossible

6 252 Chapter 10 To overcome this, it is necessary to describe on the evaluation form the factors and degrees on which the employee will be evaluated to ensure that the appraisers apply a uniform interpretation. The Halo Effect A halo effect occurs when the appraiser gives a worker the same rating on all factors, regardless of actual performance. Many firms find that a training program can alleviate this problem by helping managers identify these built-in biases and work to correct them. Central Tendency With central tendency, everyone receives an average rating, regardless of how effective a person has been. A problem faced by managers who rate their people this way is that the best workers start looking for new jobs because their chances for salary increases or promotions are limited. One way to overcome this problem is to use a paired comparison evaluation or MBO. Leniency With leniency, the highest possible ratings are given out to all; failure to distinguish between those doing an outstanding job and those doing a poor job results in inaccurate ratings. Many organizations use paired comparison evaluation to overcome this problem. 5. Explain Ways of Dealing With Appraisal Problems (text p. 398; ppt slide: 10.10) Dealing with Appraisal Problems Two major issues must be dealt with in performance appraisal: validity and reliability. Validity means that the instrument measures what it is designed to measure; if work quantity is important, then this factor should be on the rating form. Reliability means that the instrument measures the same factor repeatedly; if work quality but not quantity is of interest, the raters must understand this.

7 Developing, Appraising, and Rewarding Employees 253 Research has shown that validity and reliability continue to be problems when appraising individuals. Research shows that when people are required to explain why they gave the evaluation they did, they are more careful about how they carry out the process, and evaluations are more accurate. Rewarding Performance 6. Identify Ways For Rewarding Performance (text p. 400; ppt slide: 10.11) The manager is in a position to reward a subordinate on the basis of performance appraisal. In determining the type and degree of reward to give, it is necessary to examine three important areas: extrinsic and intrinsic rewards; performance rewards; and discipline. Extrinsic and Intrinsic Rewards Extrinsic rewards are external and physical such as money, increased fringe benefits and the use of a company car. Intrinsic rewards are internal and psychological such as a feeling of accomplishment, increased responsibility, and the opportunity to achieve. Intangible rewards and recognition are more powerful motivators than money; research showed that most employees prefer to feel proud of their work than receive a higher salary. The effective leader realizes that a mixture of extrinsic and intrinsic rewards is needed; which mix will be best depends on applying expectancy theory to a specific situation. Expectancy theory says that motivation = valence (preference) x expectancy (probability of occurrence): effective leaders understand what rewards motivate their subordinates. If John has the highest sales, he wins a trip, but he has a family and bills to pay, this would not be his preference (valence) and would not motivate him.

8 254 Chapter Examine the Link Between Performance and Rewards (text p. 402) Linking Performance and Rewards How closely should performance and rewards be linked? Studies show that people who expect to receive a reward perform no better than those who expect no reward at all. Management must carefully design its reward system using wages, incentive programs, and benefit programs. Wages, Incentive Programs, and Benefit Programs Wages are agreed-on or fixed rates of pay; most people are salaried annually. Incentive pay plans tie rewards directly to output; hiring bonuses and retention bonuses are used to attract and keep talented people and are becoming increasingly popular. At Lincoln Electric, for example, more than seventy-five people on the shop floor have earned in excess of $100,000 annually thanks to the firm s incentive program. Some organizations found they can save money by instituting an organization-wide incentive program; management believes that increased efficiency and cost savings can be affected. Benefit programs come in many different versions t include life, health, and accident insurance; sick leave; workers compensation; pension plans; and unemployment insurance. Causal Link? Table 10.2 Research reveals that high-performance companies more closely link pay to performance than do their less effective counterparts. The first step is to institute the proper rewards system; many companies are willing to set up a compensation plan that promotes the link between pay and performance. Many of these pay-for-performance plans make use of what are called nontraditional rewards such as profit sharing, bonuses, individual incentives, gain-sharing, and small-group incentives. Stock options and employee stock purchase plans are often misunderstood and underutilized as employee benefits. Among service companies, organization structures are being flattened, positions are being removed, and everyone is being given a greater opportunity to share in the reward system.

9 Developing, Appraising, and Rewarding Employees 255 Offering the right rewards and benefits is crucial to hiring, motivating, and retaining employees. Organizations can link rewards and performance only when four conditions are present: Individual performance can be measured objectively There is a low degree of interdependence It is possible to develop measures for all the important aspects of the jobs. Effort and performance are closely related over a relatively short period. In establishing the link, managers focus on actions that reward people for work well done. Reward: solid solutions instead of quick fixes risk taking applied creativity decisive action people for working smarter rather than merely working harder simplification 8. Describe the Types of Discipline Used When Performance is Inadequate (text p. 407; ppt slides: ) Discipline Table 10.3 Sometimes instead of giving rewards to employees, the leader must discipline some of them; often this is known as a negative reward. In dealing with people in each category, the manager must consider the primary and secondary goals to pursue; the manager must understand both types of discipline and how they are administered. Types of Discipline Fig Most for disciplinary processes employ what is called progressive discipline, beginning with oral warning. An oral warning involves orally pointing out an infraction of a rule. A written warning is a warning that is placed in an employee s personnel life.

10 256 Chapter 10 A disciplinary layoff involves sending a person home without pay for a predetermined time. Discharge is the separation of the individual from the organization. Administering Discipline One of the most effective methods of employing discipline is the red-hot-stove-rule, which applies discipline immediately, consistently, and impersonally. When someone touches a hot stove, the burn is immediate; warning comes from the heat; anyone who touches the stove is burned consistency, and the burn is for anyone impersonal. Discipline Should Be Immediate As soon as the manager knows that a worker has broken a rule, discipline should follow. There Should be Advance Warning The organization should make clear, and the employees should know what the penalties are for breaking them. Management should follow two important guidelines in giving advance warning never have too many rules. Discipline Should be Consistent If two people commit the same offense, each should be given the same discipline. Discipline Should be Impersonal The manager should make it clear that they are all on the same team but that this does not mean the worker can violate the rules with impunity. Dismissal and the Law A new dismissal-related problem has arisen; employees who have been discharged are now suing their former employers, and many have been winning large settlements. At the heart of the matter are the issues of employment at will, which means that the organization has a right to dismiss an employee at any time, regardless of cause. Employees have a right to expect fair and equitable treatment from the employer. Sometimes these two issues are in conflict; most states currently give employees the right to sue for wrongful discharge.

Diploma in Human Resource Management (Level 4) Course Structure & Contents

Diploma in Human Resource Management (Level 4) Course Structure & Contents Brentwood Open Learning College Diploma in Human Resource Management (Level 4) Course Structure & Contents Diploma in Human Resource Course Structure & Contents Page 1 Unit 1 Overview of Human Resource

More information

PERFORMANCE EVALUATIONS:

PERFORMANCE EVALUATIONS: : More Important than Ever in 2011 According to the Equal Employment Opportunity Commission ( EEOC ), the Commission received over 7% more employment discrimination and unlawful harassment charges in 2010

More information

SALES FORCE MOTIVATION AND COMPENSATION

SALES FORCE MOTIVATION AND COMPENSATION Learning Objectives: To understand the importance of sales force motivation, compensation for creating enhanced sales, and retention of existing sales persons and attraction of the best talent in the industry.

More information

8 APPRAISING AND IMPROVING PERFORMANCE

8 APPRAISING AND IMPROVING PERFORMANCE CHAPTER 8 8 APPRAISING AND IMPROVING PERFORMANCE A major function of human resources management is the appraisal and improvement of employee performance. In establishing a performance appraisal program,

More information

Performance Appraisal in the Workplace

Performance Appraisal in the Workplace Performance Appraisal in the Workplace Kenneth Chukwuba Walden University ABSTRACT The purpose of this paper is to discuss the uses and tools for performance appraisal in the workplace. Many organizations

More information

Question # Multiple Choice True/False

Question # Multiple Choice True/False Discuss the manager s role in human resource management as it regards staffing, training, and employee performance appraisal. Explain how a manager achieves effective staffing and what tools are available

More information

Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders

Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing

More information

Week 7; Managing human resources (Chapter 6) Legislation e.g. the Fair Work Act 2009

Week 7; Managing human resources (Chapter 6) Legislation e.g. the Fair Work Act 2009 1 Week 7; Managing human resources (Chapter 6) Ø Human resource management (HRM) involves having the right number of the right people in the right place at the right time. Functions of the HRM process

More information

HUMAN RESOURCE MANAGEMENT (HRM)

HUMAN RESOURCE MANAGEMENT (HRM) HUMAN RESOURCE MANAGEMENT (HRM) Our people are our most important assets Human resource management process means all activities needed for staffing the organization and sustaining high employee performance.

More information

CHAPTER 8 PERFORMANCE APPRAISAL CHAPTER DESCRIPTION

CHAPTER 8 PERFORMANCE APPRAISAL CHAPTER DESCRIPTION CHAPTER 8 PERFORMANCE APPRAISAL CHAPTER DESCRIPTION After describing the 360-degree feedback evaluation method, we begin this chapter by defining performance appraisal and discussing its relationship to

More information

Lecture 5 Part II (Chapter 13 of textbook) Incentive Compensation

Lecture 5 Part II (Chapter 13 of textbook) Incentive Compensation 1 Lecture 5 Part II (Chapter 13 of textbook) Incentive Compensation Learning Objectives Explain the concept of incentive compensation and why its use is spreading. Identify the key objectives of incentive

More information

PAY AND REWARD. Think Business, Think Equality

PAY AND REWARD. Think Business, Think Equality PAY AND REWARD Think Business, Think Equality CONTENTS INTRODUCTION WHAT TO CONSIDER WHEN DECIDING HOW MUCH TO PAY STAFF DEVELOPING PAY SYSTEMS INTRODUCING A NON-DISCRIMINATORY PAY RATE SYSTEM INTRODUCING

More information

Chapter 15 Personnel Management

Chapter 15 Personnel Management Chapter 15 Personnel Management In the corporate sector, it s called human resources. And it makes sense, since your personnel are perhaps your most important resource. You can have the best operating

More information

HUMAN RESOURCE MANAGEMENT GOALS AND FUNCTIONS

HUMAN RESOURCE MANAGEMENT GOALS AND FUNCTIONS EMPLOYEE APPRAISAL HUMAN RESOURCE MANAGEMENT GOALS AND FUNCTIONS CSO Strategy Attract an Effective Workforce HRM planning Job analysis Recruiting Selecting HRM Environment Legislation Trends in society

More information

Human Resources Management MGT-170 Block 2 Fall 2015 Linn Regional Room 408

Human Resources Management MGT-170 Block 2 Fall 2015 Linn Regional Room 408 Instructor: Instructor Information: Human Resources Management MGT-170 Block 2 Fall 2015 Linn Regional Room 408 Mike Stutzman Office Hours By student request michael.stutzman@rockwellcollins.com 319-651-6460

More information

Performance Appraisal: Methods and Rating Errors

Performance Appraisal: Methods and Rating Errors INTERNATIONAL JOURNAL OF SCHOLARLY ACADEMIC INTELLECTUAL DIVERSITY VOLUME 14, NUMBER 1, 2012 Performance Appraisal: Methods and Rating Errors Fred C. Lunenburg Sam Houston State University ABSTRACT Performance

More information

The Porch Gift Shop Strategic Human Resource Plan Jessica Akers Bus 261

The Porch Gift Shop Strategic Human Resource Plan Jessica Akers Bus 261 The Porch Gift Shop Strategic Human Resource Plan Jessica Akers Bus 261 1 Page Organization and Strategy The Porch Gift Shop is a new business that has begun as a family owned organization. We strive to

More information

Integrating Newcomers into The Workplace. 6-17-2015 Presented by Tonya Syvitski

Integrating Newcomers into The Workplace. 6-17-2015 Presented by Tonya Syvitski Integrating Newcomers into The Workplace 6-17-2015 Presented by Tonya Syvitski Mixing what employers already know with the perspective of integrating new comers into their Canadian workforce Objective

More information

THE NEED OF 720 DEGREE PERFORMANCE APPRAISAL IN THE NEW ECONOMY COMPANIES

THE NEED OF 720 DEGREE PERFORMANCE APPRAISAL IN THE NEW ECONOMY COMPANIES 39 THE NEED OF 720 DEGREE PERFORMANCE APPRAISAL IN THE NEW ECONOMY COMPANIES ABSTRACT ANUPAMA*; MARY BINU T.D.**; DR. TAPAL DULABABU*** *Asst. Professor, The Oxford College of Business Management, No.32,

More information

Strategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University

Strategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University Strategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University INTRODUCTION Emerging Importance Of Employee Management A ccording to the Herman

More information

DIPLOMA OF MANAGEMENT BSB51107 or DIPLOMA OF HUMAN RESOURCES MANAGEMENT-BSB50615. Study Support materials for

DIPLOMA OF MANAGEMENT BSB51107 or DIPLOMA OF HUMAN RESOURCES MANAGEMENT-BSB50615. Study Support materials for DIPLOMA OF MANAGEMENT BSB51107 or DIPLOMA OF HUMAN RESOURCES MANAGEMENT-BSB50615 Study Support materials for Develop and Manage Performance Management Processes - BSBHRM512 STUDENT HANDOUT Elements and

More information

Performance Appraisal

Performance Appraisal Performance Appraisal Tenth week Chapter 24 Learning objectives: Introduced to the concept of performance appraisal. Identify the best way to conduct performance appraisal to motivate the employees. Identify

More information

SYLLABUS Class: - B.B.A. II Semester. Subject: - Human Resource Management

SYLLABUS Class: - B.B.A. II Semester. Subject: - Human Resource Management SYLLABUS Class: - B.B.A. II Semester Subject: - Human Resource Management UNIT I Introduction: Importance of Human Resource Management Meaning, Nature and Scope, Functions and Role of HR Manager Advisory

More information

Performance Appraisal

Performance Appraisal * Performance Appraisal Presented by Setiono Winardi http://www.linkedin.com/pub/setiono-winardi/22/7a/7a5 What is performance appraisal? Describe the uses or benefits of performance appraisal. Explain

More information

Anchoring Talent Management to Business Performance. Presentation by: Dr. Debbie Phillips, CPM

Anchoring Talent Management to Business Performance. Presentation by: Dr. Debbie Phillips, CPM Anchoring Talent Management to Business Performance Presentation by: Dr. Debbie Phillips, CPM Learning Outcomes Understand Current Employment Trends Utilize a Framework to Facilitate Talent Management

More information

Organizational Management. Our strength is the quality of our people. People are our most valuable resource. Human Resource Management Goals

Organizational Management. Our strength is the quality of our people. People are our most valuable resource. Human Resource Management Goals Organizational Management Chapter 15 Managing Human Resources Our strength is the quality of our people. People are our most valuable resource. Human Resource Management Goals Attract an Effective Workforce

More information

Performance Appraisal and it s Effectiveness in Modern Business Scenarios

Performance Appraisal and it s Effectiveness in Modern Business Scenarios Performance Appraisal and it s Effectiveness in Modern Business Scenarios Punam Singh* *Assistant Professor, Department of Social Work, Sardar Patel University, Vallabh Vidhyanagar, Anand, Gujarat, INDIA.

More information

Certificate Study Plan in Human Resources

Certificate Study Plan in Human Resources Certificate Study Plan in Human Resources CONTENTS 1) Presentation 1) Presentation 5) Mandatory Subjects 2) Requirements 6) Objectives 3) Study Plan / Duration 7) Suggested Courses 4) Academics Credit

More information

Talent Acquisition STAFFING. By Steven V. Manderscheid, Ed.D. Learning Module Outline, Syllabus and Worksheets

Talent Acquisition STAFFING. By Steven V. Manderscheid, Ed.D. Learning Module Outline, Syllabus and Worksheets By Steven V. Manderscheid, Ed.D. Learning Module Outline, Syllabus and Worksheets STAFFING 1 2008 SHRM. Steven V. Manderscheid, Ph.D. About this Learning Module This learning module is designed to teach

More information

North Dakota Human Resource Management Services Performance Evaluation

North Dakota Human Resource Management Services Performance Evaluation North Dakota Human Resource Management Services Performance Evaluation Performance Evaluation is a multi-purpose tool used to: Measure actual performance against expected performance Provide an opportunity

More information

Specific Learning Objectives

Specific Learning Objectives Human Resource Management MGTA 343 Syllabus Evangel University Degree Completion Program 29B Monday, July 16, 2007 through August 13, 2007 Bryan Sanders, J.D. Welcome to the Managing Human Resources course.

More information

Human Resource Management INTRODUCTION TO THE HUMAN RESOURCE MANAGEMENT

Human Resource Management INTRODUCTION TO THE HUMAN RESOURCE MANAGEMENT Human Resource Management INTRODUCTION TO THE HUMAN RESOURCE MANAGEMENT Learning outcomes Explain what human resource management is and how it relates to the management process. Show with examples why

More information

Knowledgebank: INDIVIDUAL REWARDS IN ORGANIZATIONS

Knowledgebank: INDIVIDUAL REWARDS IN ORGANIZATIONS Knowledgebank: INDIVIDUAL REWARDS IN ORGANIZATIONS As noted earlier, one of the primary purposes of performance management is to provide a basis for rewarding employees. We now turn our attention to rewards

More information

Small Entity Compliance Guide

Small Entity Compliance Guide Wage and Hour Division United States Department of Labor Small Entity Compliance Guide to the Fair Labor Standards Act s White Collar Exemptions > For more information visit www.dol.gov/whd The Department

More information

Chapter XX Performance Management: What Are The Best Practices?

Chapter XX Performance Management: What Are The Best Practices? Chapter XX Performance Management: What Are The Best Practices? Thomas B. Wilson Susan Malanowski Wilson Group, Inc. Concord, MA www.wilsongroup.com In order to remain competitive, achieve strategic objectives

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

Reward management We were wrong on pay

Reward management We were wrong on pay Student Self-administered case study Reward management We were wrong on pay Case duration (Min): 45-60 Human Resource Management (HRM) Reward management Worldwide Case summary: Morgan Stanley's CEO says

More information

Human Resource Management: Finding and Keeping the Best Employees. Chapter 12 p352

Human Resource Management: Finding and Keeping the Best Employees. Chapter 12 p352 Human Resource Management: Finding and Keeping the Best Employees Chapter 12 p352 Working with People in just the Beginning Human Resource Management (HRM) The process of determining human resource needs

More information

F. PERFORMANCE APPRAISAL AND DEVELOPMENT SYSTEM

F. PERFORMANCE APPRAISAL AND DEVELOPMENT SYSTEM F. PERFORMANCE APPRAISAL AND DEVELOPMENT SYSTEM GENERAL POLICY It is the policy of Scott County to regularly evaluate the work performance of its employees and provide them with relevant feedback to enable

More information

For the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by:

For the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by: For the Public Sector The Missing Link: Improving your organisation, by linking reward to performance Presented by: Transforming people management I. Introduction An increasing number of successful, large

More information

Compensation and Salary Administration

Compensation and Salary Administration Compensation and Salary Administration 1 Ori Murdock, SPHR HR Manager of G&A Partners Provides HR assistance and support to over 250 companies through out Texas and various other states. Over 15 years

More information

The Role of Human Resource Management in Risk Management

The Role of Human Resource Management in Risk Management The Role of Human Resource Management in Risk Management Bernard L. Erven Department of Agricultural, Environmental and Development Economics Ohio State University Human resources have two roles in risk

More information

THE IMPORTANCE OF PERFORMANCE APPRAISAL IN ORGANIZATIONS

THE IMPORTANCE OF PERFORMANCE APPRAISAL IN ORGANIZATIONS Volume 5, Issue 1 (January, 2016) Online ISSN-2277-1166 Published by: Abhinav Publication Abhinav National Monthly Refereed Journal of Research in THE IMPORTANCE OF PERFORMANCE APPRAISAL IN ORGANIZATIONS

More information

Certified Performance Appraisal Manager VS-1011

Certified Performance Appraisal Manager VS-1011 Certified Performance Appraisal Manager VS-1011 Certified Performance Appraisal Manager Certification Code VS-10 1011 11 Vskills certification in Performance Appraisal Management focuses on devising a

More information

Activity: Organisation wise comparison of performance appraisal systems

Activity: Organisation wise comparison of performance appraisal systems LLESSON: : 3300 Activity: Organisation wise comparison of performance appraisal systems Appraisal Process: Now let us discuss about the Performance Appraisal Process, each step in the process is crucial

More information

Sales Force Management 2013 Course Outline (5/10) Krzysztof Cybulski Ph.D. Marketing Chair Faculty of Management Warsaw University

Sales Force Management 2013 Course Outline (5/10) Krzysztof Cybulski Ph.D. Marketing Chair Faculty of Management Warsaw University Sales Force Management 2013 Course Outline (5/10) Krzysztof Cybulski Ph.D. Marketing Chair Faculty of Management Warsaw University Program of Sales Force Management Course 1. Creating The Sales Force 2.

More information

Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES

Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES What is employee satisfaction? Employee satisfaction is the individual employee s general attitude towards the job. It is also an employee

More information

Course Descriptions for the Business Management Program

Course Descriptions for the Business Management Program Course Descriptions for the Business Management Program Upon completion of two quarters, students will earn a Professional Certificate in Business Management with a specialization in a chosen area: HR,

More information

Interview Questions. version no.: 2.0 date: 13 March 2014

Interview Questions. version no.: 2.0 date: 13 March 2014 Interview Questions version no.: 2.0 date: 13 March 2014 Contents # Item 1 Introduction 2 Behavioural interviewing (STAR) 3 Questions used as a light touch and to open up discussion 4 You and the job:

More information

A critical, bottom-line function!

A critical, bottom-line function! Chapter 9 Managing Human Resources and Labor Relations Human Resource Management Attracting, developing, and maintaining an effective workforce A critical, bottom-line function! Copyright 2003 Prentice

More information

THE MOST PROMISING EMPLOYEE EVALUATION METHODS IN MODERN ORGANIZATIONS

THE MOST PROMISING EMPLOYEE EVALUATION METHODS IN MODERN ORGANIZATIONS Mariana I. DROGOMYRETSKA The Department of Management and Administration, Faculty of Management and Business Poltava National Technical Yuri Kondratyuk University, Poltava, Ukraine THE MOST PROMISING EMPLOYEE

More information

Content Sheet 12-1: Overview of Personnel Management

Content Sheet 12-1: Overview of Personnel Management Content Sheet 12-1: Overview of Personnel Management Role in quality management system Personnel are the most important laboratory resource. Critical to the implementation of the quality management system

More information

SAMPLE HR AUDIT CHECKLIST

SAMPLE HR AUDIT CHECKLIST There is so much that can be done to create a dynamic and effective human resources function whether you have an in-house HR professional or not. Ideally, it would be best to gather all the information

More information

Samples of Interview Questions

Samples of Interview Questions Human Resources/Payroll Introductory/Warm-Up/Rapport Building How did you find out about this job opening? What attracted you to this position? What do you know about our organization? Why are you considering

More information

HR Challenges Facing Small Business Owners

HR Challenges Facing Small Business Owners HR Challenges Facing Small Business Owners In my experience working with small businesses, I find that they usually spend countless hours searching the internet for answers to their HR problems. This is

More information

Why should we hire a female apprentice?

Why should we hire a female apprentice? : Consider a female apprentice. Why should we hire a female apprentice? We re glad you asked, because hiring women is a brilliant way to solve the growing shortage of skilled workers. It s not just about

More information

Introduction. Pre-employment inquiries: You can respect human rights in hiring. What you can do What you can ask

Introduction. Pre-employment inquiries: You can respect human rights in hiring. What you can do What you can ask Introduction Pre-employment inquiries: You can respect human rights in hiring What you can do What you can ask Guidelines for employers on pre-employment inquiries and The Human Rights Code (Manitoba)

More information

Why Companies Use Assessments

Why Companies Use Assessments WHY COMPANIES USE ASSESSMENTS 1 I. Assessments are NOT tests A. Tests are Pass/Fail B. You cannot fail who you are C. Assessments provide information for making better decisions 2 II. What information

More information

Human Resources Management Program Standard

Human Resources Management Program Standard Human Resources Management Program Standard The approved program standard for Human Resources Management program of instruction leading to an Ontario College Graduate Certificate delivered by Ontario Colleges

More information

Performance and Potential Appraisal

Performance and Potential Appraisal 2011 Performance and Potential Appraisal Martin Zander 2 M. Zander Performance and Potential Appraisal This book has been purchased online on: XinXii.com ebooks & documents from indie authors http://www.xinxii.com

More information

Take me through the process.

Take me through the process. : What does it take to create an Apprenticeship program? Take me through the process. 10 STEPS TO IMPLEMENT YOUR APPRENTICESHIP PROGRAM 1. Decide what skills you need and what you can provide. To begin,

More information

DMA POLICY: 3-05-01-2013 NAME: PAY PLAN POLICY

DMA POLICY: 3-05-01-2013 NAME: PAY PLAN POLICY DMA POLICY: 3-05-01-2013 NAME: PAY PLAN POLICY EFFECTIVE DATE: September 1.2013 I. PURPOSE The purpose of this document is to summarize the Department program for implementing compensation under the broadband

More information

Measuring Employee Productivity and Incentive Compensation Plans By Lee Evans

Measuring Employee Productivity and Incentive Compensation Plans By Lee Evans Measuring Employee Productivity and Incentive Compensation Plans By Lee Evans Nearly all builders suffer heavy cyclical swings in income, and they would prefer to pay employees high compensation during

More information

Retail Associates that Maximize the Customer Experience: Matching Talent to the Brand

Retail Associates that Maximize the Customer Experience: Matching Talent to the Brand Retail Associates that Maximize the Customer Experience: Brought to you by: Sponsored by: Retail Associates that Maximize the Customer Experience: Introduction In 2012, the Bureau of Labor Statistics pegged

More information

HRBP Human Resource business professional HRBP SM

HRBP Human Resource business professional HRBP SM certification in human resources» HRBP Human Resource business professional HRBP SM body OF KNOWLEGE HR certification institute hrci.org HR Certification Institute 1 HRBP BODY OF KNOWLEDGE AT-A-GLANCE

More information

Human Resource Management. 1 Human Resources Management

Human Resource Management. 1 Human Resources Management Human Resource Management 1 Human Resources Management 1.1 Concept of Human Resource Management We all have something to do with human resources. While topics will be addressed from the company or institution

More information

SAMPLE INTERVIEW QUESTIONS

SAMPLE INTERVIEW QUESTIONS SAMPLE INTERVIEW QUESTIONS Before you start an interview, make sure you have a clear picture of the criteria and standards of performance that will make or break the job, and limit your questions to those

More information

EMPLOYER OF CHOICE RECOGNITION PROGRAM

EMPLOYER OF CHOICE RECOGNITION PROGRAM EMPLOYER OF CHOICE RECOGNITION PROGRAM WHAT IT MEANS TO BECOME AN EMPLOYER OF CHOICE In today's highly competitive employment world, employers of all kinds are eager to differentiate themselves from other

More information

The HR Image Makeover: From Cost Center to Profit Maker

The HR Image Makeover: From Cost Center to Profit Maker The HR Image Makeover: From Cost Center to Profit Maker Human resources human assets human capital. Call it what you will, the collected people power or workforce value of an organization is an asset that

More information

Myths and Misperceptions:

Myths and Misperceptions: Myths and Misperceptions: What employee benefits can do for small businesses Brighter ideas in small business benefits Table of Contents Myths and Misperceptions: What Employee Benefits Can Do for Small

More information

Guide to Effective Staff Performance Evaluations

Guide to Effective Staff Performance Evaluations Guide to Effective Staff Performance Evaluations Compiled by Human Resources Siemens Hall, Room 211 The research is clear. The outcome is consistent. We know with certainty that the most powerful leadership

More information

PERFORMANCE MANAGEMENT PROCESS

PERFORMANCE MANAGEMENT PROCESS PERFORMANCE MANAGEMENT PROCESS It is not merely evaluation. STATE OF OKLAHOMA TRAINING AND DEVELOPMENT OFFICE OF MANAGEMENT AND ENTERPRISE SERVICES HUMAN CAPITAL MANAGEMENT About HCM Training and Development

More information

360 0 Performance Appraisal

360 0 Performance Appraisal 360 0 Performance Appraisal B Ruth Sunitha Dept. of Business Management St. Martin s PG College of Technology Hyderabad, India rithsunithabusi@gmail.com Abstract 360-degree performance appraisal process

More information

Would I Follow Me? An Introduction to Management Leadership in the Workplace

Would I Follow Me? An Introduction to Management Leadership in the Workplace Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.

More information

Job Qualifications, Position Descriptions & Performance Reviews

Job Qualifications, Position Descriptions & Performance Reviews Job Qualifications, Position Descriptions & Performance Reviews Introduction Communicating the duties and responsibilities of a position to the person occupying the position is an essential element in

More information

9. Performance Appraisal Tools and Techniques 1. Tools Ranking Method Limitations of Ranking Method: Forced Distribution method

9. Performance Appraisal Tools and Techniques 1. Tools Ranking Method Limitations of Ranking Method: Forced Distribution method SEC 9 Page 1 of 5 9. Performance Appraisal Tools and Techniques 1. Tools Performance appraisals are a fact of life for employees and supervisors in most companies. When taken seriously and conducted the

More information

SKILLED, ENGAGED & MOTIVATED STAFF

SKILLED, ENGAGED & MOTIVATED STAFF Leadership and Management Capability Flexibility of Staff SKILLED, ENGAGED & MOTIVATED STAFF Skills Assurance Reward and Recognition Scottish Court Service People Strategy 2012 2015 1 Why have a People

More information

Managing Human Resources

Managing Human Resources Managing Human Resources Training and Development, Performance Management, Rewards and Compensation, Health & safety and Grievance By Rajitha Silva MBA (AUS), PG Dip.(UK), BBA (COL) grpriyankara@gmail.com

More information

TRAINING NEEDS ANALYSIS

TRAINING NEEDS ANALYSIS TRAINING NEEDS ANALYSIS WHAT IS A NEEDS ANALYSIS? It is a systematic means of determining what training programs are needed. Specifically, when you conduct a needs analysis, you Gather facts about training

More information

Integrating HR & Talent Management Processes

Integrating HR & Talent Management Processes Integrating HR & Talent Management Processes Using Competency Assessment Technology to Attract, Develop, and Retain Talent Succession Planning Human Resource Development Competencies Critical characteristics

More information

Alexander County Performance Evaluation Policy

Alexander County Performance Evaluation Policy Alexander County Performance Evaluation Policy Adopted: April 2, 2002 Revised August 4, 2003 I. INTRODUCTION The County of Alexander has recognized the relationship of position classification, job performance,

More information

Nebraska s Video Conferencing Solution

Nebraska s Video Conferencing Solution 2012 NASCIO Recognition Submission Nebraska s Video Conferencing Solution Category: Digital Government: Government to Citizen (G to C) Nebraska Office of the Chief Information Officer.leading the way Jayne

More information

IT TALENT MANAGEMENT FOR MID-MARKET COMPANIES

IT TALENT MANAGEMENT FOR MID-MARKET COMPANIES IT TALENT MANAGEMENT FOR MID-MARKET COMPANIES FOR IT DEPARTMENTS, CONNECTING WITH TOP TALENT IS CRITICAL In the rapidly evolving world of business, hiring and maintaining a competent IT department is essential

More information

UNIT 6 MONITORING AND PERFORMANCE APPRAISAL

UNIT 6 MONITORING AND PERFORMANCE APPRAISAL UNIT 6 MONITORING AND PERFORMANCE APPRAISAL UNIT 6 Structure MONITORING AND PERFORMANCE APPRAISAL 6.0 Introduction 6.1 Unit Objectives 6.2 Objectives of Salespersons Performance Evaluation 6.3 Evaluation

More information

Symbiosis Institute of Business Management (SIBM) - Pune. Research Conference on Innovative Business Strategies. Research Paper on

Symbiosis Institute of Business Management (SIBM) - Pune. Research Conference on Innovative Business Strategies. Research Paper on Symbiosis Institute of Business Management (SIBM) - Pune Research Conference on Innovative Business Strategies Research Paper on Innovation in Human Resource Management, Policies & Practices Submitted

More information

FAILURE TO LAUNCH: Why Companies Need Executive Onboarding

FAILURE TO LAUNCH: Why Companies Need Executive Onboarding FAILURE TO LAUNCH: Why Companies Need Executive Onboarding FAILURE TO LAUNCH: Why Companies Need Executive Onboarding Employee onboarding is beginning to receive the attention its due, as more companies

More information

Strategic HR Alignment

Strategic HR Alignment Strategic HR Alignment Company Overview The Phillips Group (TPG) provides a full range of human resources services to help our clients to grow, manage and maintain their businesses. Our certified HR consultants

More information

A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices

A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices Performance-driven organizations leverage their workforces to realize a higher return on investment, increased

More information

Viet Nam: Technical Training Manuals for Microfinance Institutions in Vietnam. Basic Course in Human Resource Management

Viet Nam: Technical Training Manuals for Microfinance Institutions in Vietnam. Basic Course in Human Resource Management Project Number: 42492-012 November 2011 Viet Nam: Technical Training Manuals for Microfinance Institutions in Vietnam Basic Course in Human Resource Management 1 COURSE OUTLINE Course Name Target Participants

More information

Incentive Compensation By John Sibbald

Incentive Compensation By John Sibbald Incentive Compensation By John Sibbald In the course of our firm s executive recruiting efforts for club and golf properties, we interview more than 1,000 managers every year. Invariably the subject of

More information

PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC)

PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC) PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC) NAME: JOB TITLE: This worksheet should be given to the employee prior to the scheduled performance review. The employee should complete

More information

A New Approach for Evaluating Of Performance Appraisal

A New Approach for Evaluating Of Performance Appraisal A New Approach for Evaluating Of Performance Appraisal Sk.Irshad1, T. Priyanka2 1 Associate Professor, Guntur Engineering College, Guntur. 2 Assistant Professor, Guntur Engineering College, Guntur. INTRODUCTION

More information

Effective Employee Incentive Programs Bring Out The Best In Your Firm

Effective Employee Incentive Programs Bring Out The Best In Your Firm Effective Employee Incentive Programs Bring Out The Best In Your Firm By Lisa A. Rozycki 2006 All Rights Reserved An incentive program is a planned activity designed to motivate people to achieve predetermined

More information

Recruiting, Hiring and Employment Development Process White Paper

Recruiting, Hiring and Employment Development Process White Paper Recruiting, Hiring and Employment Development Process White Paper By Kenneth Barton, Frederick Cardin & Garrye Hepburn Overview VCC was formed to promote the financial well being and economic independence

More information

WEEK SIX Performance Management

WEEK SIX Performance Management WEEK SIX Performance Management Performance Management: objective-setting and systematic performance review Monitoring Performance: control/monitoring systems, absence control and the design of disciplinary

More information

The 5 Forces that are Changing Employee www.namely.com Performance Reviews

The 5 Forces that are Changing Employee www.namely.com Performance Reviews REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews 1 REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews Summary This

More information

What is Executive Coaching?

What is Executive Coaching? What is Executive Coaching? And Why Your Competitors Require It Produced by David Couper Consulting May 2015 The US economy, like its people, seems increasingly fragmented. In the media, we hear a lot

More information

720 Degree Performance Appraisal: An Emerging Technique Paper ID IJIFR/V3/ E8/ 042 Page No. 2956-2965 Subject Area HRM

720 Degree Performance Appraisal: An Emerging Technique Paper ID IJIFR/V3/ E8/ 042 Page No. 2956-2965 Subject Area HRM Reviewed Paper Volume 3 Issue 8 April 2016 International Journal of Informative & Futuristic Research ISSN: 2347-1697 720 Degree Performance Appraisal: An Emerging Paper ID IJIFR/V3/ E8/ 042 Page No. 2956-2965

More information

INTRODUCTION TO INDUSTRIAL ORGANIZTIONAL PSYCHOLOGY

INTRODUCTION TO INDUSTRIAL ORGANIZTIONAL PSYCHOLOGY SUBJECT INTRODUCTION TO INDUSTRIAL ORGANIZTIONAL PSYCHOLOGY SESSION 1 INTRODUCTION TO INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY Subject: Introduction Industrial Organizational Psychology Session 1 What Is Industrial

More information

TTUHSC Staff Performance Management SUPERVISOR'S GUIDE TO STAFF PERFORMANCE MANAGEMENT

TTUHSC Staff Performance Management SUPERVISOR'S GUIDE TO STAFF PERFORMANCE MANAGEMENT SUPERVISOR'S GUIDE TO STAFF PERFORMANCE MANAGEMENT Page 1 of 13 Table of Contents PHILOSOPHY STATEMENT... 3 PURPOSE OF PERFORMANCE MANAGEMENT... 3 HOW TO USE THE PERFORMANCE MANAGEMENT PROCESS... 4 Phase

More information