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¶ … jobs, employees, and performance. Differentiation is not just how we execute workforce strategy but is also a part of the organizational culture of the firm.
How effectively does your firm differentiate between A players and C. players? Also, comment on your classmates' responses to this question.
The A players are the ones who are mostly taken advantage of since, after all, they are the 'stars' of the place and, in a way, uphold the company. They are willing to do almost any job and are reliable. The firm knows it can count on them. On the other hand, the C. players cannot always be counted on. The firm, therefore, certainly differentiated giving the A players more responsibilities and acknowledgment.
Do you think that organizations may not focus appropriately on the things to incent behaviors wanted from the employees?
The organization would benefit from giving its employees more compliments and from complimenting employees publicly. It would also be beneficial if they receive small items of acknowledgment as encouragement for doing their jobs.
Thirdly, I sometimes think that employees should receive a greater degree of autonomy....
Being constrained by rules can feel irksome, whilst, on the other hand, being given independence to do what we wish -- to a certain extent -- can liberate creativity and stimulate motivation.
Finally, it would be helpful if we receive more respect of our knowledge and skills from employers. This would certainly stimulate motivation.
4. Who should be responsible for what when it comes to training and development? What should the manager do? What should the employee be responsible for doing? How should HR be involved?
The manager is involved with moving his firm forward, creating the culture, forming and monitoring the rules, motivating his employers to do the job, reviewing the performance of the company -- whether the company is meeting its objectives and expectations, as well as how to move the company forwards. The manager's main focus, in either world, should be on the company and on ways of making this company flourish. He sees his employees as instruments to this end. His focus is the company.
The HR, on the other hand, focuses on the employees: which ones should he recruit? Are they being sufficiently motivated? Do they have concerns…
Human Resources Planning Budgeting * Components/elements included in an HR Budget * Consider all HR facets such as Selection and placement, training & development, compensation and benefits, employee relations and employee engagement, health, safety and risk management * Cost reduction strategies. Both the cost and the range of functions taken on by a Human Resources Department are directly dependent on the size of the company. Smaller companies tend to make fewer distinctions between
Human Resource Planning for Automobile Showroom will assist in information gathering, setting objectives and making decisions that will enable the management achieve the desired goals. Human Resource planning process includes; strategic analysis, forecasting, job Analysis, recruitment and selection. This paper will outline the importance of Human Resource Planning process as well as assessing relevant information in relation to the Automobile showroom. Strategic Analysis The work environment needs to be conducive for business
Human Resource Planning (HRP) HRP looks into the requirement of human resources by an organization in order to attain its strategic objectives and goals. Bulla and Scott (1994) has defined HRP as the process for conforming that the human resource requirements of an organization are identified and plans made for fulfilling those needs. HRP is built on the premise that employees of an organization constitutes its greatest strategic resource and it
For most jobs the required abilities of the employees are in terms of communication skills, motivation that is within the individual, the determination of high standards of work for himself and others, the capacity to convince others about oneself and ideas, the capacity to become future leaders, the capacity to make decisions, the ability to judge other and the base of the knowledge or technical skills possessed by the
Human resource planning is focused on moving the workers and the company forward. It looks to the future, not just to what is happening right now. It relates to other human resource management activities through its need for a clear understanding of the current situation so that future predictions and decisions can be made. In other words, it is not possible to effectively plan for human resource needs in the
Human Resource Recruitment Human Resources Planning Recruitment Organization's strength is based on the quality of its employees an aspect that places high relevance to the human resource departments and the practices used (Ume, 2008). MSCG concerns in consultancy targets to, direct clients towards adopting the best practices in their recruitment process. This will guarantee recruitment of ideal candidates, professionalism in HR practices, employee and talent retention and productivity in optimal deployment of