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Low employee morale, cultural and communication differences, technological equipment challenges as well as lack of team cohesion are some of the worst situation to ever affect an organization. These situations can critically impair the normal operations of an organization (Mawoli & Babandako,2011).In this paper, we present an elaborate investigation of these issues as well as how to tackle them within the context of a global hi-tech organization (a multinational) with offices in various cities across the globe.
Low employee morale/lack of motivation
Motivation is noted by Harder (2008) to be the inner drive that compels an individual to perform or act.There are several sets of factors that influences employee motivation. Several scholars do however agree that the concept of motivation is mainly a psychological process that arouses a sense of direction, arousal, intensity as well as persistence of individual behavior (Pinder,1998). Employee motivation is a process that leads to good…
Campbell, J.P. (1990). Modeling the performance prediction problem in industrial and organizational psychology. In M.D. Dunnette & L.M. Hough (Eds.), Handbook of Industrial and Organizational Psychology (pp. 687-732). Palo Alto, CA: Consulting Psychologists Press, Inc.;
Coffman, C. & G. Gonzalez-Molina (2002). Follow this path: How the world's greatest organizations drive growth by unleashing human potential. New York, NY:
Cox, R.H. (2006). Sport Psychology: Concepts and Applications (6th Ed.). New York: McGraw-Hill.
Jaafar, M., Ramayah, T. And Zainal, Z. (2006), Work Satisfaction and Work Performance: How Project Managers in Malaysia Perceive It? Academy of World Business, Marketing and Management Development Conference Proceedings, Vol. 2, No.113, pp. 1305-1313.
Boosting Employee Morale After Downsizing
Downsizing has become a significant idea in today's economy and maintaining the trust of employees when something like this takes place has also become very serious business (Brockner, Konovsky, Cooper-Schneider, Folger, Martin, & Bies, 1994). The question is not whether a company should downsize their employees but how to do the downsizing properly so that as few employees as possible are injured (Brockner, Konovsky, Cooper-Schneider, Folger, Martin, & Bies, 1994). There are several ways that companies can downsize that will help retain much of the loyalty of the workers that remain (Brockner, Konovsky, Cooper-Schneider, Folger, Martin, & Bies, 1994).
Companies who downsize through attrition and buyouts, those companies that work to help downsized employees find new jobs, and companies that are willing to provide outplacement services to those individuals often end up in positions that are much better than companies that simply fire workers due…
Brockner, J., Konovsky, M., Cooper-Schneider, R. Folger, R., Martin, C., & and Bies, R.J. (1994). Interactive Effects of Procedural Justice and Outcome Negativity on Victims and Survivors of Job Loss. Academy of Management Journal, 37, 397-409.
Brockner, J., Tyler, T.R., & Cooper-Schneider, R. (1992). The Influence of Prior Commitment to an Institution on Reactions to Perceived Unfairness. Administrative Science Quarterly, 37, 241-261
Cole, J. (1995, March 14). Axes to Continue to Fall in Defense Industry. Wall Street Journal, A2.
Daft, R.L. & Lewin, A.Y. (1993). What Are the Theories for the 'New' Organizational Forms? Organizational Science, 4, i-vi
Ensuring Adequate Employee Morale in the Fast Food Industry
During the last decade, customer service and employee morale as perceived by the public has steadily declined, most notably within frequented industries such as the fast food industry. The success of corporations is contingent upon their ability to reform and develop more potent employee morale strategies.
Though a variety of customer service strategies exist, none have specifically analyzed key customer service factors related specifically to the fast food industry and franchisees, who are particularly, challenged addressing these issues.
The problem I would like to solve is the low morale and high employee turn over witnessed in local fast food restaurants franchisees such as Subway and McDonalds, which results in poor customer service and lost profits resulting from customer complaints and returns. Low employee morale is extraordinarily significant; it results in decreased productivity and poor customer service. In an era where competition…
Schyns, B., Schilling, J. (2013). How bad are the effects of bad leaders? A meta-
analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24: 138-158.
The essence of the article in The Leadership Quarterly, 24 (2013) entitled "How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes" by Birgit Schyns and Jan Schilling is that there is significant correlation between destructive leadership and the attitudes of followers towards the leader and counterproductive work. The study shows that bad leadership can cripple a workplace environment and organizational culture, that it can lower morale, reduce productivity, and effect bad attitudes among employees. This finding is important because it reinforces the argument that positive leadership is invaluable for a corporation and that, as Sanders (2006) notes in his study on workplace environments, likeability in managers is a major factor in successful organizations.
Creswell, J. W. (2007). Qualitative Inquiry and Research Design: Choosing among
Five Approaches. CA: Sage.
Denscombe, M. (2010). Good Research Guide. UK: Open University Press.
Lin, C. (2013). Revealing the "Essence" of Things: Using Phenomenology in LIS
Efficiency and Productivity
One of the most efficacious means of improving productivity for employees is to better their efficiency and effectiveness. One can accomplish this objective by presenting employees with measures for motivation. There are several methods for implementing motivational standards for employees. Performance-based motivation is a key element of this process. When employees see tangible ways that they are rewarded for their productivity, they will want to work better. A simple system of rewards, and punishments, characteristic of transactional leadership can accomplish htis objective (Ivey and Kline, 2010, p. 247). Setting both individualized and team goals for employees helps to achieve this end, and to increase motivation. eviewing employee performance either annually or twice a year is another successful measure for increasing productivity. Also, utilizing competitors as a means of benchmarking can help to spur entire organizations and individual employees to improve their productivity.
2. There are several ways…
Ivey, G. W. & Kline, T.B. (2010). Transformational and active transactional leadership in the Canadian military. Leadership & Organization Development Journal. 31(3), 246-262.90
Wember, T. (2013). Kotter's 8-step change model. www.leadershipthoughts.com Retrieved from http://leadershipthoughts.com/knowledge-articles/kotters-8-step-change-model/
Write a research paper on change in a human resource development (HRD) organization that you would like to work for. Within your research paper, you will explain how the following can be accomplished at your organization of choice:
Employee Relations Financial Crisis
Managing Employee Relations in the Event of a Financial Crisis
A Look into Management can Effectively Navigate through Adverse Conditions
Austerity Protests (Dowling, 2012)
Employee relations can often be a difficult aspect of maintaining the overall health of an organization. In general, employee relations often refer to the act of fostering productivity, motivation, and employee morale in an organizations human resources pool. However, there are some circumstances in which it is virtually impossible to maintain high levels of morale. One example of this is during a period of economic turmoil. During the global financial crisis of 2008, the world's economy took a sharp turn for the worse. This economic downturn had many implications for businesses and their employees. The level of unemployment rose quickly in many nations and pressure was also applied to lower employee wages.
In the event of such an economic downturn, it is…
BLS, 2012. The Recession of 2007-2009. [Online]
Available at: http://www.bls.gov/spotlight/2012/recession/pdf/recession_bls_spotlight.pdf
[Accessed 12 September 2012].
Business and Marketing, 2009. Consumers in a Recession. [Online]
Employee Handbook Privacy Section
ABC Widget Company: Employee Handbook Privacy Section
What privacy rights issues should be addressed?
In the Age of Information, there are increasing concerns being voiced about what can legitimately be expected to be kept private, and how these issues affect employees' rights in the workplace. According to Hayden, Hendricks and Novak (1990, most adults spend approximately one-half of their waking hours in the workplace today, and it is therefore not surprising that employment practices affect a broad range of privacy rights. With the sole exception of polygraph ("lie-detector") testing, there are not many areas of workplace activities that are addressed by the U.S. Constitution or national privacy laws. As a result, employers in the United States have a great deal of flexibility in collecting data on their employees, regulating their access to personnel files, and disclosing the contents of employee files to those outside the organization.…
Backer, T.E. & O'Hara, K.B. (1991). Organizational change and drug-free workplaces:
Templates for success. New York: Quorum Books.
Hayden, T., Hendricks, E. & Novik, J.D. (1990). Your right to privacy: A basic guide to legal rights in an information society. Carbondale, IL: Southern Illinois University Press.
Muhl, C.J. (2003). Workplace E-Mail and Internet Use: Employees and Employers Beware An
Employee E-Mail and Internet Privacy Policies
The increased usage of the Internet and e-mail has changed the way companies do business. Nearly instantaneous communication can take place globally. Information on a countless number of topics can now be accessed from anywhere around the world. These technological developments have not only helped employees increase their efficiencies, but also has given them a new means of distraction from their duties. For this reason, many companies have developed e-mail and Internet policies.
At my job, our e-mail policy states that e-mails should not include illegal or libelous statements. E-mail is to be used for business purposes only and e-mail communications are the property of the company. For this reason, the company may access sent and received from work computers at any time, this includes deleted e-mails that are stored on the company's servers. The Internet policy is similar in that the Internet is…
Fact sheet 7: Workplace privacy and employee monitoring. (2010). Retrieved 6 Dec 2010, from http://www.privacyrights.org/fs/fs7-work.htm#4a .
Privacy rights of employees using workplace computers in California. (2010). Retrieved 6 Dec 2010, from http://www.privacyrights.org/ar/employees-rights.htm .
The Person/Environment Dynamics of Employee Empowerment: An Organizational Culture Analysis"
According to this article by Pennie Foster-Fishman and Christopher Keys, participatory management is becoming more common, where innovative service delivery and staff empowerment are becoming increasingly important in management. The article examines a human service agency specifically, entitled SERVE. Among the goals of serve included the objective to strengthen "the voice of frontline staff in agency decision making and policy formation." The administrators believed that this organizational approach would be an effective means of increasing employee morale and organizational effectiveness (Foster-Fishman, 1997).
In this particular instance, the employee empowerment initiative occurred within a public bureaucracy, where typically efforts to empower employees fail due to strict cultural features. Empowerment, defined by this article represents "the process of gaining influence over events and outcomes of importance to an individual or group" (Foster-Fisman, 1997). According to the article, the primary purpose…
Byrnes, P., Choi, L., Fegan, F., Miller, R. & Petter, J. "Dimensions and Patterns in Employee Empowerment: Assessing What Matters to Street-Level Bureaucrats." Journal of Public Administration Research and Theory, Vol. 12, 2002.
Foster-Fishman, P., Keys, Christopher B. "The Person/Environment Dynamics of Employee Empowerment: An Organizational Culture Analysis" American Journal of Community Psychology, Vol. 25, 1997
Nathan, J. "Empowerment as a Workplace Strategy in Small Business." Review of Business, Vol. 15, 1993
Ramos, E.L., & Tseo, George K.Y. "Employee Empowerment: Solution to A Burgeoning Crisis?" Challenge, Vol. 38, 1995
Performance appraisal systems are complex and time consuming, especially for managers who supervise extended numbers of employees
Performance appraisal systems can be stressful and ineffective (Clark, 2011).
5. Structure of performance appraisal systems
The construction of a performance appraisal system is a complex endeavor, based on both theoretical as well as practical considerations. John J. Gabarro and Linda a. Hill (1995) for instance argue that managers ought to construct their appraisal systems in a critical manner, based on both pre-existent models and frameworks, but also on internal features within the organization. Cynthia Morrison Phoel (2011) and her co-editors argue that the main criterion to an effective appraisal system is represented by feedback.
Kevin . Murphy and Frank E. Saal (1990) then argue that there exists a triple structure to create frameworks for employee appraisal. The frameworks are constructed based on four criteria: the constituents, the goals, the specific objectives and…
Armstrong, M., 2000, Performance management: key strategies and practical guidelines, 2nd edition, Kogan Page Publishers
Armstrong, M., Baron, a., 2005, Managing performance: performance management in action, 2nd edition, CIPD Publishing
Baruch, Y., Harel, G., 1993, Multi-source performance appraisal: an empirical and methodological note, Public Administration Quarterly, Vol. 17, No. 1
Clark, K., 2011, Advantages and disadvantages of performance appraisals, ZeroMillion, http://www.zeromillion.com/business/advantages-and-disadvantages-of-performance-appraisals.html last accessed on March 7, 2011
employee handbook addressing the issue of workplace equity and nondiscrimination in a health care organization. The essay includes various issues related to the non-discrimination laws and the benefits of implementation of anti-discrimination laws.
An employee handbook is a manual for employees and works as a staff handbook which is drafted by the employer. Employee handbook contains policies and procedures for the employees. It has all the terms and conditions of employment. The main purpose of an employee handbook is to communicate to the employees the fair and just policies of an organization. An employee handbook of different organizations will have different details because of the varying nature of the business carried out by the organization however the main purpose of the handbook will remain the same. An employee handbook for a health care organization will have their own set of policies and procedures.
An employee handbook for a health care…
Papa, Michael J.; Tom D. Daniels, Barry K. Spiker (2007). Organizational Communication: Perspectives and Trends (5 ed.). SAGE
Trentham, Susan; Laurie Larwood (1998). "Gender Discrimination and the Workplace: An Examination of Rational Bias Theory." Sex Roles 38 (112) [HIDDEN]
Wadhwa, Vivek (6 June 2006). "The True Cost of Discrimination." BusinessWeek Online.
The Economics of Discrimination, Robert P. Murphy, Library of Economics, AUGUST 2, 2010
Human Resources -- Employee Separation Policies and Procedures
Employee separation is an inevitable aspect of the business world. Careful consideration of the company's core values, stakeholders, legal requirements and financial well-being are all taken into account when preparing a Separation Policy. By establishing and implementing procedures, some of which are followed even before an employee is hired, the company can accomplish employee separation with a minimum of financial, legal and morale risk.
Separation Policy ith Specific Procedures
A Separation Policy must be well-planned and effectively communicated to avoid some common pitfalls of employee separation. Most employees, absent a collective bargaining agreement, are "at will" employees (Zachary, 2008). However, employees still sue under several theories. To avoid successful suits by former employees, the company must take care to treat different categories of employees the same to avoid successful discrimination suits; terminate the employee only for lawful reasons to avoid successful wrongful…
Anonymous. (2006, February). Employee terminations. Retrieved February 16, 2014 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/200653775
Anonymous. (n.d.). Chapter 6: Managing employee separations, sownsizing and outplacement. Retrieved February 16, 2014 from docs.google.com Web site: https://docs.google.com/viewer?a=v&q=cache:lsOQaq7S5oIJ:classes.bus.oregonstate.edu/fall-06/ba453/Neubaum/Chapter6%2520post.ppt+voluntary+and+involuntary+employee+benefits+poerpoint&hl=en&gl=us&pid=bl&srcid=ADGEESiKGVYjQJcvtL-X7Hylxg7R1spJO6fS52Tc-gb-cuYA
Shanoff, B. (2006, April). Termination headaches. Retrieved February 16, 2014 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/219265004
Van Bogaert, D., & Gross-Schaefer, A. (2005, Summer). Terminating the employee-employer relationship: Ethical and legal challenges. Retrieved February 16, 2014 from search.proquest.com Web site: http://search.proquest.com.ezproxy.trident.edu:2048/docview/194226698
In this context, a question is being posed relative to the measures which could be taken in order to increase employees' on the job satisfaction and reduce the high turnover rates. The following strategies could be implemented in both Hong Kong vehicle companies, as well as within all companies facing the challenges of high employee turnover rates. Yet, what should be remembered is that the following suggestions are merely theoretical and that they should be customized to fit the specific particularities of each separate entity. These being said, the suggestions to improving employee retention are as follows:
Increasing salaries; higher wages will generally determine people to be more committed to the job and to the employer
Offering other financial incentives, such as premiums and bonuses; these should be offered based on performances, but also based on efforts
Offering various non-financial incentives, such as flexible working schedules or the organization of…
Boyd, C., 2003, Human resource management and occupational health and safety, Routledge, ISBN 0415265908
Droege, S.B., Hoobler, J.M., 2003, Employee turnover and tacit knowledge diffusion: a network perspective, Journal of Managerial Issues, Vol. 15, Issue 1
Han, P., 2008, Survey: Employers in China face worst staff turnover rate in Asia, Embassy of People's Republic of China in the United States of America, http://www.china-embassy.org/eng/xw/t401165.htm last accessed on February 23, 2010
Employees, Management and Compromise
Employment and management often share the same goals but have very different perspectives on how to achieve them. The key to establishing a healthy and functional workplace is finding a compromise between these two perspectives.
This is especially true when lives are at stake such as in the nursing home around which this discussion centers. An establishment of 88 beds and a rotating staff of roughly 150 nurses, physicians, clinicians, clerical workers, orderlies and maintenance workers, the long-term care facility imposes heavy workloads and difficult hours on its employees.
• Alternative Work Schedules (i.e. flexible work)
On the issue of alternative work schedules, employees at the nursing home desire a greater work/life balance. Many complain that long hours prevent time for family and rest. Management requires employees that are on-call 24 hours a day and must maintain a positive ratio of…
If the economic/machine and affective/affiliation models are combined then the result would resemble the growth-open system theory of motivation (Cordner, 2013). The term 'open' in this model is meant to imply employees are influenced by their environment, including the environmental factors existing outside the workplace. The term 'growth' indicates that individuals will transition through several levels of need fulfillment depending on whether more basic needs have been met. This 'needs' hierarchy is based on the work of the psychologist Maslow, who proposed the first needs that must be fulfilled are the most basic, such as food, clothing, and shelter. If these needs are being met then an individual will next seek to protect themselves from threats to their physical and psychological health. The subsequent levels, according to Maslow, would be social needs, feeling valued and personal fulfillment, in that order. Since most police officers earn enough to meet their basic…
Cordner, G.W. (2013). Police Administration (8th ed.). New York: Anderson Publishing.
What factors do you think make some organizations ineffective at managing emotions?
Employees' emotions can be harder to control at work as opposed to in other parts of life. In many cases, employees will not reveal their emotions which can make it difficult to pick up on any emotional problems. For example, an employee's personal life might be affecting their work performance but they might be trying to hide their emotions about an event such as a death in the family. Therefore, emotions that are due to external factors are difficult to identify and deal with in an organizational context.
Do you think the strategic use and display of emotions serve to protect employees, or does covering your true emotions at work lead to more problems than it solves?
There are many professional boundaries that should be maintained by employees in an organization at all times. It is…
Biro, M. (2013, December 15). Leadership Is About Emotion. Retrieved from Forbes: http://www.forbes.com/sites/meghanbiro/2013/12/15/leadership-is-about-emotion/
The Workplace. (2012, April 24). When is it appropriate to take sick leave due to work stress/fear of burnout? Retrieved from The Workplace: http://workplace.stackexchange.com/questions/922/when-is-it-appropriate-to-take-sick-leave-due-to-work-stress-fear-of-burnout
Employee Wellness Program
Benefits of the Employee Wellness Program
Employee Needs Assessment
Components of the Program
Marketing of the Program
Implementation of the Plan
Evaluation of the Plan
This paper aims at developing an employee wellness program for the organization so as to ensure that the due attention is paid to the health and wellness issues that are being confronted by the employees. The paper would also propose strategies for the effective marketing and evaluation of the developed employee wellness program.
Employee Wellness Program
The organization under consideration has been in the business since last 10 years. The organization is a manufacturing concern that is indulged in the development and sales of beverages, including fresh juices and gerbil teas. The organization operates in 3 different regions of the United States of America and employs a total of 500 people. The organization has a healthy business and…
Forbes Magazine, (2012). 4 Steps To Implement A Successful Employee Wellness Program. Forbes. Retrieved 17 July 2014, from http://www.forbes.com/sites/theyec/2012/11/28/4-steps-to-implement-a-successful-employee-wellness-program/
McClintick, K. (2009). WSU Employee Wellness Needs Assessment and Programming Implementation (1st ed., pp. 1-35). Winona: Winona State University. Retrieved from http://www.winona.edu/asf/media/wsu_employee_wellness-mcclintick.pdf
Staff Members of the International Public Management for Human Resources, (2013). Employee Wellness Benefit Guide (1st ed., pp. 2-14). Alexandria: International Public Management for Human Resources. Retrieved from http://ipma-hr.org/sites/default/files/pdf/EmployeeWellness_Plantation.pdf
Staff Members of the Texas Municipal League Multistate Intergovernmental Employee Benefits Pool and Deer Oaks Employee Assistance Program, (2010). The City of Somewhere's Wellness Program (1st ed., pp. 1-4). Austin: Texas Municipal League Multistate Intergovernmental Employee Benefits Pool and Deer Oaks Employee Assistance Program. Retrieved from https://www.tmlmultistateiebp.org/documents/Sample%20Wellness%20Program.pdf
However, it has been a struggle to make employees view that these employee feedback programs are not just a tool for the companies to comply with has been a losing battle eports 12.
The good news of the matter is that these employee feedback programs provide duly needed positive and negative feedback which helps the management re-strategize their decision making process.
Organizational culture and employee feedback programs
The culture of the organization must at the same time reflect these employee feedback programs Gupta, Govindarajan and Malhotra 206.
Organizational culture is the personality that is exhibited by an organization through its employees. Members of the organization slowly come to sense this culture and try their best to express it in their actions in various situations. There are several effects of an organization's culture. These include influencing the technologies applied, image of the organization to the public, strategies, services and products of…
Bogardus, A. Phr / Sphr Professional in Human Resources Certification Study Guide. New York: John Wiley & Sons, 2009. Print.
Earl, Joanne, Melissa Dunn Lampe, and Andrew Buksin. "What to Do with Employee Survey Results." Gallup Management Journal (2008). Print.
Gomez-Mejia, L.R., D.B. Balkin, and R.L. Cardy. Managing Human Resources. London: Pearson/Prentice Hall, 2009. Print.
Gupta, Anil K., Vijay Govindarajan, and Ayesha Malhotra. "Feedback-Seeking Behavior within Multinational Corporations." Strategic Management Journal 20.3 (1999): 205-22. Print.
cannot automatically assume his or her right to serve. And even the American with Disabilities Act allows that all employers cannot necessarily accommodate all conditions, of all employees.
The eyco website, in response to criticism, defended its position, stating that smoking employees of Michigan businesses each drained their companies, and thus shareholders and fellow workers as well as company owners, of an additional $4,000 a year in absenteeism, medical benefits and the earnings that are lost to sickness and premature death. (McConnell, 2005) but handicapped employees who can still do their jobs effectively cannot be discriminated against, nor can an employee with a predisposition, genetically, to cancer, be excluded from an employee health care policy simply because he or she is more costly.
Again, these costs are not choices like smoking. But federal laws protect workers with conditions such as obesity and alcoholism, where there is at least some 'choice'…
McConnell, Beth. (8 Feb 2005) "Fired smokers, state senator protest Weyco policy." SHRM. Retrieved 9 Feb 2005 at http://www.shrm.org/hrnews_published/CMS_011315.asp#P-11_0
Weyers, Howard. (25 Jan 2005) "Why Weyer is Serious about Smoking?" Weyer Official website. Weyer News. Retrieved 9 Feb 2005 at http://www.weyco.com/web/company/news/012520050002.jsp
Life Balance in Effective Employee Management
Importance of Work-Life Balance
The purpose of this paper is to explain the importance of work-life balance in an effective management of employees in contemporary organizations. The paper constitutes a brief introduction to the concept and a comprehensive discussion on how a good work-life balance of employees increases their morale, motivation, and commitment which ultimately contribute towards their superior workplace performance and higher organizational productivity.
Work-life balance means how employees are able to split their time and energy to manage their personal and professional lives in such a fashion that neither of them is negatively affected by the other (Eikhof, Warhurst, & Haunschild 2007). Work-life balance allows them to give time to their family commitments, personal care, community participation, and other personal life activities along with fulfilling the demands of their professional life (Saxena 2009). It is the responsibility of employers to formulate policies…
Resources, 49 (3): 285-307.
Moore, T., Johns, R. & Johnson, C. 2006, "Work-Life Balance Experiences of Women in the Construction Industry," International Employment Relations Review, 12 (2): 67-78.
Pedersen, V. & Lewis, S. 2012, "Flexible friends? Flexible working time arrangements, blurred work-life boundaries and friendship," Work, Employment & Society, 26 (3): 464-480.
Robbins, S. & Coulter, M. 2006, Management. 8th Edition. U.S.: Prentice Hall
Saxena, P. 2009, Principles of Management: A Modern Approach, 1st Edition. India: Global India Publications
Supervising a Problem Employee
An Employee elations Case Study
Supervising a Problem Employee: An Employee elations Case Study
SCENAIO: John Jones is a long-term employee of the Lackawanna Police Department. During his first ten years on the force, John was enthusiastic about his job and was promoted quickly. Within the last year, however, John's performance has deteriorated. He is constantly agitated and is frequently late for work in the morning. His paperwork has gotten shoddy and he often turns in reports well past their due date. John's immediate supervisor, Betty Brown wants to salvage her employee, John. She has known him for many years and she feels that something must be seriously wrong and it is directly affecting his employment with the Lackawanna Police Department.
Unfortunately, situations like John's are all too common in today's workforce. As employers continue to use more human resources generalists and fewer specialists in…
Ackerman, Spencer (2000, October 12). Rutgers University police officers complain of racism in department. Daily Targum (University Wire).
Aminuddin, Maimunah (1998, January). Building harmonious employee relations. New Straits Times.
Gill, Lucy (1999). How to Work With Just About Anyone. New York, NY: Simon & Schuster.
Shilling, Dana (2002). The Complete Guide to Human Resources and the Law: 2002 Supplement (Rev. ed.). Paramus, NJ: Prentice Hall.
Employee Stock Ownership on Employees in the Airlines Industry since September 11th.
Review current materials on the issue.
Airline industry ESOPs tend to be very volatile.
This paper will examine the effects of the September 11th tragedy on employees' employee stock ownership plans in the airlines industry. The following generic information is provided for background before examining the main issue for this paper.
In the United States, the main vehicle for employee ownership in a company is the Employee Stock Ownership Plan (ESOP) which first became a recognized plan in 1974. There are between 17 and 20 million U.S. employees participating in large ESOPs or other contribution plans holding stock. Employees may own stock directly in their companies through stock purchase programs or be members of work cooperatives.
Studies find the employee ownership has a positive impact on performance even in adverse times. September 11th adversely affected the majority of…
Douglas Kruse, Ph.D. "Research Evidence on Prevalence and Effects of Employee Ownership. http://wwww.chrs.rutgers.edu.February 2002.
United Airlines. Form 10K. Securities and Exchange Commission.
Southwest Airlines. Form 10K. Securities and Exchange Commission.
Continental Airlines. Form 10K. Securities and Exchange Commission.
subjugated to the topic "The Importance of High Morale at the work place." Scholars and authors indicate in their empirical studies that organizational culture (high and low morale) is critical in making or breaking of the business. This essay includes two successful companies who have virtuoso work culture; Zappos and Google. eing listed in Fortune's"100 best companies to work" these companies have their own unambiguous combination to motivate and retain the employees and also deliver happiness around the office's paradigm.
An elaborative overview and literature is induced by the author to provide depth to the research. This essay also comprehends to the issues faced by the organization in formulating morale. The easy three stage approach by Melcrum to develop positive Morale at the work place is cost effective. The report ends with conclusion and recommendations by the author.
However, there have been many limitations to the study such as word…
Akdere, M., & Altman, B.A. (2009). An organizational development framework in decision making: Implications for practice. Organization Development Journal, 27(4), 47. Retrieved from http://proquest.umi.com.exproxy.nu.edu/pqdweb?
Fortune Magazine, (2012). Best companies of 2012 Retrieved online on 9th September 2014, from http://archive.fortune.com/magazines/fortune/best-companies/2012/snapshots/11.html
Fortune Magazine, (2014). Best companies of 2014. Retrieved online on 9th September 2014, from http://fortune.com/best-companies/google-1/
Forret, M., & Love, M. (2008).Employee justice perceptions and coworker relationships. Leadership & Organization Development Journal, 29(3), 248.
Because cross-trained employees are more knowledgeable about the overall business processes of the organization, their conceptual understanding of the mission of their organization is enhanced by every incremental increase of their involvement and knowledge of its operations (obbins & Judge, 2009). Beyond that element of increased involvement, the fact that cross-trained workforces tend to improve the morale and organizational connectedness of individual employees also contributes directly to organizational benefits through the positive impact on individual performance. Finally, cross-trained workforces also collaborate better and exhibit increased interpersonal rapport with coworkers. According to generally accepted principles of organizational behavior, this element also improves individual work performance beyond what is capable of achieving without such interpersonal rapport among coworkers (ussell-Whalling, 2008).
Conclusions and ecommendations
The review of the available literature on the beneficial effects of cross-trained workforces on their organizations strongly suggests that, as a general rule, cross-training should be implemented in business…
Caggiano, C. "Sign of the cross-training times." INC. (Dec/1998): 122-123.
Daft, R. (2005) Management. Mason: Thomson South Western.
George, J.M. And Jones, G.R. (2008). Understanding and Managing Organizational
Behavior. Upper Saddle River, NJ: Prentice Hall.
OI from Employee Education
The notion that employee education and training leads to higher levels of employee productivity is not a new concept in business management. However, for many businesses, the cost of employee education is still regarded as an optional business expense instead of an essential business investment. This prevailing attitude is primarily due to the fact that there appears to be no clear connection between employee education and the bottom line. It is the objective of this paper to demonstrate that there is a OI from employee education, as it: increases the level of employee productivity; is of strategic importance to businesses building competitive advantages; improves employee morale and retention; and reduces the costs of recruitment.
KEY WODS AND PHASES: employee education; training and development; productivity; investment; OI; competitive advantage; employee recruitment; employee retention; employee morale; life-long education; skills; knowledge; learning; human resource management; human resource development; intellectual…
Ariss, S.S., & Timmins, S.A. (1989). Employee Education and Job Performance: Does
Education Matter? Public Personnel Management. Vol. 18: 1, p. 1+.
Davis, B. D, & Muir, C. (2002). In This Issue: Upgrading Business Literacy and Information
Skills. Business Communication Quarterly. Vol. 65: 3. p. 99+.
Health Clinic Chaos: Case Study
The busy Blessed Heart health clinic is located in Seattle, Washington. The clinic is a Federally Qualified Public Health Clinic that has been serving different patients within the area. The population served by Blessed Heart includes Medicaid and SCHIP population as well as other underinsured self-pay patients. The clinic has 30 physicians who are charged with different roles based on their qualifications. Blessed Heart has just hired a new administrator, Ms. Johnson, in order to handle the hospital operations and address the issues constantly raised by the physicians. Ms. Johnson has worked for other clinics within the area and has been credited with transforming the clinics. Her last role was based within Seattle for Mexi Health Clinic. While she was there, she managed to transform the clinic and eliminate the manual processes by implementing an HMIS. The system assisted the clinic to improve on its…
Buchbinder Sharon B. (2011). Health Clinic Chaos. Unpublished.
Ken & Scott, B. (2008). Workforce Excellence. from https://www.youtube.com/watch?v=1puEuzPoxsw
Prosser, R. (2014). An Exploratory Investigation of Employee Motivation in the Private Sector: A Study of Dow Corling. Cardiff Metropolitan University.
Zalcman, S. (2014). How to Keep Employee Motivation Sky High.
Economic Downturn in Police
Chief of Police: Dealing with the Economic Downturn
The process of reducing employees can be nerve wrecking especially in the police sector. As the Chief of Police, the process of layoff proves difficult. It is a nightmare on imagination of the scene of termination especially where a family member is part of the layoff. The process may raise valid concerns, but reducing various employees will have a positive impact in the management of the team, and efficient delivery of services. It is, therefore, crucial to take consideration on the economic reality in the current days. It may not be ethical for the city council to have employees whom it may not manage in the current economic state.
The activity may be a hard thing to do, but the economic state cannot allow for another alternative. Thus, lay off is the best activity to ensure that the…
Bailey, D. (2011). The recession and beyond: local and regional responses to the downturn. New York, NY: Routledge.
Belasen, A.T. (2000). Leading the learning organization: communication and competencies for managing change. Albany, N.Y.: State University of New York Press.
Burke, R.J., & Cooper, C.L. (2000). The organization in crisis: Downsizing, restructuring and privatization. Oxford: Blackwell Publishers:
Johnston, M. (2005). Syndromes of corruption: wealth, power, and democracy. Cambridge, UK: Cambridge University Press.
aines, M. (2011). Engaging employees: another step in improving safety. Professional Safety, 56(4): pp. 36-34. etrieved from: ProQuest Database.
The article asserts that successful organizations involve employees at all levels in various aspects of the business and additionally value their input. To create a fully-encompassing corporate culture, employees must be involved and engaged and have the opportunity to provide input and changes to their workplace, providing a positive link between employee engagement, employee involvement and safety performance (aines, 2011, p. 37). While it is often difficult to continuously improve safety performance within an organization over time, the inclusion of employee engagement has been directly correlated with the changes being made in a more timely and effective manner.
aines notes that employee engagement is directly related to the amount of involvement that employees have in their work processes and activities (Lockwood, 1997, p.8). Therefore, employee involvement in safety is…
Harter, J., Killham, E. Schmidt, F., et al. (2006 March). Q12 Meta-analysis. Washington,
DC: The Gallup Organization.
Lockwood, N. (1997). Leveraging employee engagement for competitive advantage:
HR's strategic role. HR Magazine, 52(3): pp. 1-11.
Hyde reported, however, that part-time professionals tend to accept negative perceptions as part of the territory; they are often willing to accept their marginalised status when they are voluntary part-timers. It is a trade-off they are willing to make for the reduced schedules they choose for whatever reason.
Unfortunately, flexibility for the part-time employee may not always be viewed as flexibility from the viewpoint of the employer. With respect to part-time employees on the police force in the UK, for example, Hyde (2008) found that managers had considered working with part-timers to be an inflexible arrangement, citing difficulties with communication, continuity, and scheduling. Hakim (cited in Hyde 2008) argues that women who choose to work part-time have limited career aspirations and low work-commitment. Although Hakim interviewed women for whom this was the case, pursuing part-time careers with the police force but as a lower priority than home and family, Hyde…
Baillie-Ruder S. 2004, 'Sweet devotion', Profit 23, pp. 44-51.
Benson GS 2003, 'Examining employability: effects of employee development on commitment
commitment and intention to turn over', Academy of Management Proceedings, pp. C1-
managers want a healthy and effective workplace. To ensure this, you attempt to hire the right workers and to retain these workers. In order to retain these workers, they need to motivate them. This is particularly so since organizational excellence necessitates employee well-being and to achieve this, you need to motivate your employees. Employees, being individuals, are however motivated in different ways. This is where the Work recognition programs have come into existence and proved popular. The question is: are they effective?
Employee attrition is at an all-time high in the rapidly changing world of today. Being too that the business world is unprecedented in its competitiveness, managers want to not only hire the right employees, but also retain them. This is particularly so since employees may be easily wood by a job that offers opportunities of better pay or promotion, and their current company cannot compete in these…
Grawitch, Matthew J.; Gottschalk, Melanie; Munz, David C. (2006) The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements. Consulting Psychology Journal: Practice and Research, Vol 58(3), 129-147.
Manzoor, Q. (2012). Impact of Employees Motivation on Organizational Effectiveness. Business Management & Strategy (BMS), 3(1), 1-12.
Worldatwork, (2008) Trends in employee recognition http://www.worldatwork.org/waw/adimLink?id=25653
Whitney, M. M (2011). Morgan, Brown & Joy, LLP. Employee Recognition Programs.
Company Mergers on Employees
The end of the twentieth century saw a wave of domestic and cross-border corporate mergers and acquisitions. Worldwide M&As grew at an average of 42% per annum between 1980 and 1999, reaching U.S.$2.3 trillion in 1999, according to the United Nations World Investment eport 2000. The report also suggested that the merger trend was evidence of an emerging globalized market (Cheng). While the globalization of markets is one important driving factor behind cross-border mergers since this allows for easier access to new markets through acquisition of strong local players, there are several other reasons why companies may choose to merge. Objectives range from the need to reduce competition, lower cost of production, eliminate excess capacity, increase market share through the acquisition of strong, established brands to the desire to acquire new technology and realize economies of scale in production, distribution, and purchase. Further, weak financial positions…
Cheng, E. What's driving the wave of corporate mergers. Green Left Online Edition.
Retrieved from the World Wide Web: http://www.greenleft.org.au/back/2001/438/438p16.htm
Gharib, S. (Feb. 24, 2004). Commentary: The Merger Mania Failure Factor. Quote.com.
Retrieved Mar. 2, 2004 from the World Wide Web: http://finance.lycos.com/qc/news/story.aspx?story=200402250300_NBR_NBR-20040224-STORY4&symbols=NBR:100
The current study aims to examine the effect of the lack of supervision and detachment between administration and low-level supervisors and beat officers and how this leads to low morale and motivation. Imperatively, low level of morale and motivation results in low productivity, which might give rise to absenteeism and poor watch, adversely affecting the society through increased level of crime. A questionnaire will be designed to achieve the purpose of this research study and will be distributed to selected beat officers working in different police precincts. The number of questionnaires analyzed will be to different police precincts. Data collected will be analyzed through SPSS using both descriptive statistics, correlation and regression data.
Organizations endeavor to have more productive personnel, who are deemed the most significant resources and a determining factor for success. Low levels of productivity can be linked to poor employee morale and motivation. The…
Profit Sharing and Other Incentives as Employee Development Performance Motivational Tools and the Relationship between Managerial Support and Employee Commitment to the Organization
The impact of profit sharing and other incentives on employee development and organizational growth is measured in various companies around the world. From Keller Williams to Southwest Airlines companies are utilizing incentives, such as 401ks, profit sharing plans, insurance plans, even pre-tax commuter benefits, because like Southwest they believe that their "greatest asset" is their employee (Southwest Report, 2010, p. 45). According to servant leadership theory, by offering managerial support that is designed to benefit and assist the worker, a higher degree of employee commitment to the organization can take place. Thus, companies such as Keller Williams promote mottos like "God, Family, Business" in that order to show that in their workplace environment what comes first is not business but that which is more important than business:…
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks: CA:
Sanders, T. (2006). The Likeability Factor. NY: Three Rivers Press.
Teleworking: The Employee Impact Within the Organization
Telework (or telecommuting as it is normally referred to), has been around for quite some time now. More so, this is a work option that is bound to grow and increase in the future. Teleworking is known as a specified work option that provides an employee the ability to work and undertake tasks away from a central office base, for instance from a home office or "on the move." From the perspective of both managers and employees alike, it offers certain employees a sense of proper work/life balance. Some of the inclusive benefits is that it accommodates those with health problems or disabilities and can influence organizational effectiveness through improved morale and job satisfaction. The purpose of this paper is to describe the impact of teleworking, and its role in reinvigorating proper work/life balance for employees within the organization.
Positive Impact of Teleworking…
Baard, N., & Thomas, A. (2010). TELEWORKING IN SOUTH AFRICA: EMPLOYEE BENEFITS AND CHALLENGES. South African Journal of Human Resource Management, 8(1), 1-10. doi:10.4102/sajhrm.v8i1.298
Church, N. F. (2015). Gauging Perceived Benefits from 'Working from Home' as a Job Benefit. International Journal of Business & Economic Development, 3(3), 81-89.
Gainey, T. W., & Kelley, D. E. (1999). Telecommuting's Impact on Corporate Culture and Individual Workers: Examining the Effect of. SAM Advanced Management Journal (07497075), 64(4), 4.
Giberson, T., & Miklos, S. (2013). Weighing in on Telecommuting. TIP: The Industrial-Organizational Psychologist, 51(2), 163-166.
Ethics training for employees programs have to be carefully planned taking into consideration and setting standards for ethical behavior in the company and what the training is supposed to accomplish. Companies have to make ethical training mandatory for all employees setting a good example that no one is above the law. The ethics training should help the employees become familiar with the company's code of ethics, know more about decision making using ethical models. "Good ethical training provides training covering five basic aspects of ethical training, responsibility, respect, fairness, honesty and compassion. Compliance laws and other topics such as using internet, computers only for company related work and not misusing these resources, about work place romance etc. are an integral part of the training program" (Gordon, 2012).
The training has to supply information regarding reporting ethics violation to specific personnel and assure them that offenders will be punished harshly. This…
Business Ethics. (2012). Retreived from http://www.referenceforbusiness.com/small/Bo -
Business Ethics and Social Responsibility.(n.d.). Retreived from http://highered.mcgraw-
Motivational Challenges at Harley-Davidson, Inc.
Today, Harley-Davidson, Inc. (hereinafter alternatively "Harley-Davidson" or "the company") is the only major heavy motorcycle manufacturer in the United States and the company enjoys fierce loyalty from an ever-widening consumer base (Company profile, 2016). This legacy is the result of more than a century of intensive research and development as well as innovation in designs that have made Harley-Davidson motorcycles legendary for their high performance and rugged appearance. This legacy, though, almost ended during the 1970s and 1980s when increased competition from Japan and problems with manufacturing nearly bankrupted the company. To its credit, though, the company's leadership succeeded in turning the company around through informed management practices including employee motivation initiatives such as the High Powered Work Organization concept. To determine the facts in this case, this paper reviews the relevant literature to provide an overview of the company and a discussion concerning the…
Business summary. (2016). Yahoo Finance. Retrieved from http://finance.yahoo.com / q/pr?s=HOG+Profile.
Company profile. (2016). Reference for Business. Retrieved from http://www.reference forbusiness.com/history2/86/Harley-Davidson-Inc.html.
Hampton, G. (2008, July 1). Back on the road again. Security & Transportation, 13, 1-5.
Harley-Davidson. Contributors: Not available. Magazine title: Marketing. Publication date: October 24, 2012. Page number: 22
A company may also decide to combine strategies, such as a generic strategy of low-cost or differentiation with the focus strategy. For instance, an organization may establish a focus / differentiation strategy or a focus/cost leadership strategy.
Before a company decides on an employee motivation program, it should give careful consideration to the company's corporate strategy that is behind the plan implementation. As is the case for every management system, well-thought-out and crafted compensation programs should not be developed as separate entities, just because they are popular at the time or they worked well for one company, so why not for all of them. It is critical to understand the reasons why the plan is being developed and implemented and the specific goals the company hopes it to attain. Compensation goals that are well considered will be helpful in the process of choosing the incentive program format that best supports…
Allen, R. & Helms, M., (2002). Employee perceptions of relationships between strategy rewards and organizational performance. Journal of Business Strategies, 19 (2). 115-139.
Armstrong, M., & Page, K. ( 2007) A handbook of employee reward management and practice.
Cambridge: Cambridge University Press.
Cameron, J. & Pierce, W.D. (2002). Rewards and intrinsic motivation: resolving the controversy. Westport, CT: Greenwood Press.
Sustainable Talent Management in an Organization
Performance Management Process in Measuring Employee Talent
Employee engagement and retention occur as an essential performance management process used to measure employee talent. The technique engages the energy and commitment utilized by employees in the working environment. Methods used to achieve this include the initiation of focus groups and surveys targeting identification of factors that motivate. It also acts as a vital indicator of employee dedication and involvement in the organization. Engaged employees contribute towards the realization of organizational goals and objectives. Through this, managers can measure employee talent based on the productivity and contributions to the organizations. Attributes of loyalty and dedication emanate with the proper involvement of employees in organizational goals and objectives. Undeniably, employees that feel disengaged and disconnected with the organization may quit seeking opportunities elsewhere (Vaiman & Vance, 2010). Further, such group of employees may depict reduced productivity.
Ariss A. (2014). Global Talent Management: Challenges, Strategies, and Opportunities. New York: Springer Science & Business
Chun E. & Evans A. (2013). The New Talent Acquisition Frontier: Integrating HR and Diversity Strategy in the Private and Public Sectors and Higher Education. Sterling: Stylus Publishing, LLC
Scott J. & Reynolds D. (2010). Handbook of Workplace Assessment. New Jersey: John Wiley & Sons
Scullion H. & Collings D.G. (2011). Global Talent Management. New York: Taylor & Francis
employee rewards has been increasingly brought to the forefront. This is because globalization is creating a shift in how firms are operating by requiring the utilization of specialized skills. These individuals are necessary for a firm to be able to adjust with changes inside the marketplace and new competitors. As a result, a number of organizations have begun focusing on transforming compensation strategies to address these needs. To fully understand how this is occurring requires focusing on: the way this can improve competitive compensation plans, how they are tied to specific jobs, the effectiveness of an equity-based rewards system, the key factors for integrating this model with traditional rewards programs and providing recommendations that will streamline these initiatives. Together, these elements will provide specific insights as to how a firm can improve their competitive compensation strategy. (Wilson, 2003, pp. 1 -- 15)
Innovations of Employee Benefits
Innovations in the type…
Bauer, T. (2005). Enhancing Career Benefits. Personal Psychology, 58 (4), 859 -- 891.
Griffin, R. (2012). Management. Mason, OH: Cengage.
Kamery, R. (2005). Job Content Salary Surveys. Proceedings of the Academy of Legal, Ethical and Regulatory Issues, 9 (1), 49-76
Shin, J. (2005). Corporate Governance Reform. Journal of Business Ethics, 62 (2), 101 -- 113.
Employee: How Companies Profit by Giving
I think the confusion might arise from the fact that the way in which the author is using the terms 'motivation' and 'recognition' are very specific to the workplace. While it is true that children may 'act out' to get negative recognition, this is much rarer for employees, or at least not to the same degree because workers have the pressures of obtaining a paycheck. However, sometimes workplaces can unintentionally reward asocial employee behavior, thus motivating employees to continue to undermine overall productivity. A very competitive workplace may have a policy of praising employees who are extremely cutthroat and give these workers bonuses. But ultimately, this undermines a cohesive sense of organizational mission and creates a group of employees who pursue their own interests, not the interests of the company.
I would have to very respectfully disagree with your assertion that employees…
A very important point is that online learning can be done individually or in groups (for example video conferences).
6. In general, in order to make a career choice one should be informed about the world of professions. Information about the profession that appears the most interesting and appropriate should be gathered. If possible, it would be important to read interviews or talk to people with similar jobs for a more accurate and realistic image. Another important part in a career choice is to assess individual strengths and weaknesses. Several personality tests are available for such a purpose (for example CPI - California Psychological Inventory, SDS - the Self-Directed Search questionnaire). For the persons in search for a career it is important to identify the skills they have and they most enjoy using. The career identified should be compatible with the interests and skills identified. In conclusion, a person who…
Drewes, G., Runde, B. (2002). Performance Appraisal, in Psychological Management of Individual Performance. Sonnentag, S. (Ed.) John Wiley & Sons, Ltd.
Fletcher, C. (2002). Appraisal: An Individual Psychological Perspective, in Psychological Management of Individual Performance. Sonnentag, S. (Ed.) John Wiley & Sons, Ltd.
K.J. Kennedy (2005). Evolution of Employee Benefits as Provided through the Internal Revenue Code, Retrieved from www.taxreformpanel.gov/meetings/docs/KennedyPresentation_fina_2.ppt
Hesketh, B., Ivancic, K., (2002). Enhancing Performance through Training in Psychological Management of Individual Performance. Sonnentag, S. (Ed.) John Wiley & Sons, Ltd.
privacy in the workplace encourages contempt.
Economic reasons for supervision.
Reasons of inter-employee, and employee-customer safety.
Reasons of performance.
Definition of excessive supervision/invasion of privacy.
Examples of excessive supervision/invasions of privacy.
Effects of legal yet employee-perceived insufficient privacy.
Effects on performance
Effects on Morale
Possible psychological/health effects
Ultimate Employee Contempt results from:
Illegal/unethical supervision and invasion of privacy.
Legal yet excessive supervision/surveillance or what employees view as excessive invasion of privacy.
Conclusion: Employees view invasion of privacy with contempt that transfers to contempt for employers and supervisors.
Employer Surveillance, Lack of Privacy and Employee Contempt
In today's modern age, employers across the board have begun to resort to increasingly invasive methods to monitor the performance and behavior of their employees. Previously a realm of banks and retail establishments, employee monitoring has become the norm in most large and many small businesses -- aimed at everything from…
Houston, Justine. Barnes, James. Keynes, Amanda. (1999). "Examination of the Issue of Electronic Monitoring of Employees." Retrieved on October 10, 2004, from, http://www.swlearning.com/bcomm/lehman/lehman_13e/good_example_long_report.pdf
James, Geoffrey. (2004). "Employee Monitoring: How to Respect Privacy Rights and Prevent Morale Backlash." Retrieved on October 10, 2004, from, http://www.privacyknowledgebase.com/privacyAdvisor018_s.jsp
NWI. National Work rights Institute. (2000). "Electronic Monitoring in the Workplace." Retrieved on October 10, 2004, from, http://www.workrights.org/issue_electronic/em_legislative_brief.html
Stanford University. (2004). "Monitoring in the Workplace: Health Concerns." Web site. Retrieved on October 10, 2004, from, http://cse.stanford.edu/classes/cs201/current/Projects/electronic-monitoring/health.html
The initial recommendation comes from the employee's direct supervisor and is then discussed with the general director and the payroll manager.
At the fourth stage, the performance review, the employee and his direct supervisor come once again face-to-face to discuss the outcome of the performance appraisal process. The employee is informed of the managerial decision regarding future remunerations, and a date for a new meeting is set. The new meeting will establish goals for the following year, ergo the cyclic characteristic of the appraisal system (Grote and Grote).
Aside for meeting the three scopes previously identified, performance appraisals also present the company with several benefits. For instance, they create a context in which the employee is introduced to his own core competencies and limitations, based on which he can better direct his future formation. Then, the employees take an active role in their own evaluation and get to know themselves…
Armstrong, S., Appelbaum, M., Stress-free performance appraisals: turn your most painful management duty into a powerful motivational tool, Career Press, 2003, ISBN 1564146863
Coens, T., Kenkins, M., Block, P., Abolishing performance appraisals: why they backfire and what to do instead, Berrett-Koehler Publishers, 2002, ISBN 1576752003
Falcone, P., Sachs, R.T., Productive performance appraisals, 2nd edition, AMACOM Div American Mgmt Assn, 2007, ISBN 0814474225,
Grote, D., Grote, R.C., the performance appraisal question and answer book: a survival guide for managers, AMACOM Div American Mgmt Assn, 2002
Employee Contributions 30/05/2015
Two methods an H professional could use to determine incentive pay
Legally mandated benefits that the company must currently offer to its employees
Additional benefits that should be considered for its employees
Efficiency of common techniques for communicating compensation plans to employees.
Ethical risks of incentive pay and recommendations to mitigate the risks.
Two methods an H professional could use to determine incentive pay
There are a number of methods that are generally used by companies to link work, output and expertise to the remuneration of the employees. In this section we examine two methods that can be used by the company to create more loyalty among the employees to stay back in the company through the increasing in pay.
The reward management practices would help the company to determine the amount that would be paid to the employees. The underlying principal is that the company would…
Hoffmann, F., Inderst, R., & Opp, M. Regulating Deferred Incentive Pay. SSRN Journal. doi:10.2139/ssrn.2284337
Rosenbloom, J. (2001). The handbook of employee benefits. New York: McGraw-Hill.
Rosenbloom, J. (2011). The handbook of employee benefits. New York [u.a.]: McGraw-Hill.
Schraeder, M., & Becton, J. (2015). An Overview of Recent Trends in Incentive Pay Programs. The Coastal Business Journal, 2(1), 18-25.
Motivation of Baltimore City Police Department
In order to keep the officers motivated and reduce crime rate, these proposed policies will aim at aiding their understanding of how valuable and important they are and the indispensable function they perform in order for the department's objectives to be achieved. The strategies will employ Herzberg Hygiene theory, which debates that two major factors exist that people consider when highly motivated; the factors associated with job satisfaction and those related to job discontent as well as the Maslow's Hierarchy of Needs Theory; "Motivational needs vary from the essential biological needs such as food, air etc. to self-fulfilment".
The proposed policies are:
Efficient internal interaction and commendation for successful jobs.
Information should be concise and understandable when being presented and it also needs to be modified based on the role of its recipient officer. When an officer's commendable work is announced or…
Donna and Kelly
assume employee relations specialist company. The supervisor responsible project advice issue. Members group assigned tasks completing project. Ideally, pieces puzzle smoothly completed. Kelly working overtime ensures piece project completed meet deadlines.
Scenario: Donna and Kelly
In the scenario presented, Kelly does not feel as if her colleague Donna is 'pulling her weight' on a project to which they are mutually assigned. Kelly has not confronted Donna about her anger. Instead, she has quietly allowed her emotions to build as she has grown increasingly frustrated with what she perceives as Donna's lackadaisical attitude about work deadlines. Now, Donna is taking a weekend vacation, leaving Kelly with even more work. In this specific instance, 'ownership' of the problem lies in Kelly's hands. This does not necessarily mean that only Kelly is at fault. However, "for every set of conditions or outcomes, there are some people who are affected adversely…
Owning the problem. (n.d.), Problem ownership. Retrieved:
Motivating Today's Employees
With respect to motivating their workers, today's employers face different challenges than those of fifty years ago. Changes in the way business is conducted, an uncertain economic climate, new expectations of both employers and employees, and a growing and increasingly diverse workforce have made old rules and practices obsolete. Employers need fresh approaches to motivate employers in the 21st century.
Numerous studies have demonstrated that, given satisfaction with their financial compensation, employees are more motivated by non-monetary incentives rather than extra cash (Dewhurst, Gutheridge & Mohr). The economic crisis of the last several years has had a detrimental effect on the general morale of employees who may have legitimate concerns about job loss, cuts in benefits, reduced wages or hours, or failure to get raises or promotions. An economic downturn is precisely the time when organizations need their workers to be motivated and engaged, with the hope…
Dewhurst, M,, Guthridge, M, and Mohr, E. (2009). Motivating people, getting beyond money.
McKinsey Quarterly. Retrieved from http://www.mckinseyquarterly.com
Gautschi, T.F. (1989). Hawthorne studies: A workplace classic." Design News 455(20), 180.
Disintegrating elationships Between Organizational Leaders and Employees
Organizational leadership behavior towards employees can significantly affect their perception of the workplace, and contribute to the organization high performance and most essentially create and maintain a proper organizational culture that lead to the success of the organization . The good health of the organization depends greatly on the relationship between leaders and employees. However, the relationship that exists between organizational leaders and employees are failing at a high rate in today's workplaces and the reasons for this are not clear. Leaders in organizations have a tendency to use employees in the time of the organizational needs and them to simply ignore the employee's commitment and their potential. Committed employees should be rewarded with committed organizational leadership. Critical in organizational leadership interaction with employees is communication. Communication keeps employees informed and results in a feeling of connectedness and inclusiveness in the organizational operations,…
Abrrow, H.A., Ardakani, M.S., Harooni, A. & Pour, H.M. (2013, July). The Relationship Between Organizational Trust and Organizational Justice Components and Their Role in Job Involvement in Education. International Journal of Management Academy, 1(1), 25-41.
Albrecht, S.L. (2010). Handbook of employee engagement: perspectives, issues, research and practice. Northampton, MA: Edward Elgar Publishing.
Broner, S. (2009). Employees' perceptions of leaders' attitudes and employee retention: a quantitative study on perceived attitudes. Ann Arbor, MI: ProQuest LLC.
Creswell, J.W.(2007). Qualitative inquiry & research design: Choosing among five approaches .(2nd ed.).Thousand Oaks, CA: SAGE.
Create a job description for a retail sales associate. Create an organizational behavior modification (OBM) plan to define a set of three (3) key behaviors that are necessary for job performance.
Job Description for etail Sales Associate
• Greet customers and determine their needs and wants
• Discuss potential merchandise purchase of customers
• ecommend merchandise based on discussion with customer
• Advise customers on utilization and care of merchandise
• Upsell related products or services
• Answer customer questions
• Explained return policies and discounts
• Keep merchandise displays in order
Organizational Behavior Modification Plan (OBM)
Key Performance Behaviors
Greet customers within 5 minutes of entry into sales area (allow time for browsing before contact).
a. Sales associate make mental note of customer response and encourages survey feedback for all completed sales with customers given assistance. Measurement: An on-your-honor system with sales associate fine-tuning approach to customer…
Lindberg, E. (2011). Effects of Management by Objectives: Studies of Swedish Upper Secondary Schools and the Influence of Role Stress and Self-efficacy on School Leaders. Journal of Educational Administration, 49, (1), 62-74. Retrieved
Perry, J.L., Engbers, T. A, and Jun, S.Y. (2009). Back to the future? Performance-related pay, empirical research, and the perils of persistence. Public Administration Review • January | February. Retrieved http://sites.duke.edu/niou/files/2011/05/Perry-Engbers-and-Jun-Back-to-the-Future.pdf
Zaccaro, S.J., Rittman, A.L., and Marks, M.A. (2001). Team leadership. The Leadership Quarterly, 12, 451 -- 483. Fairfax, VA: Psychology Department, George Mason University. Retrieved http://www.qub.ac.uk/elearning/media/Media,264498,en.pdf
Employee satisfaction might be one of the most difficult measures in management to quantify. There are so many ways to judge this factor, from self-evaluation to independent evaluation to more concrete numbers like productivity, which has been linked to job satisfaction.
There is no industry-wide standard for assessing employee satisfaction, and yet it is one of the most important factors in a successful work environment. This paper will explore the influence of an individual's personality and character traits on their job satisfaction; instead of seeing job satisfaction as a result of outside influences, I hypothesize that an employee's individual personality and attitude are important factors in his or her job satisfaction. That is to say, an employee who is otherwise unhappy and gloomy will most likely not be happy in his or her workplace either, and conversely, an employee with a positive outlook and an upbeat personality will be satisfied…
Morrison, Reese, "How In-House Managers Can Profit from Diverse Satisfaction Surveys," Of Counsel, 21:3, 2002.
Bernthal, Paul. "Measurement Gets Strategic," T& D, published by American Society for Training and Development, May 2005.
"Management Communication: Unlocking Higher Employee Performance," Communication World, March-April 2005, pp. 18-22.
" (p. 90)
Total Quality Management (TQM) is called by Aragon to be "an invaluable leadership technique that assists in developing a positive, customer-oriented culture and a genuine level of employee commitment that pervades the entire work environment." Additionally stated is that the method of TQM is one that "relies on the capabilities of both labor and management, working as a team, to continually improve quality and productivity." (2004) The TQM method provides "opportunities for participation, problem solving, and teamwork, it creates a tremendous level of motivation within each employee...employees are more than motivated -- they are empowered." (Aragon, 2004) Aragon additionally states that: empowered employees."..take a personal interest and responsibility in setting and achieving the department's goals. ecause they know they have a way in how tasks are accomplished, they feel a sense of pride and ownership in their work. In addition, empower employees improve the overall performance of…
Foster, Raymond E. LAPD (ret.) Morale: Whose Job Is It Anyways? - Leadership, Technology and Tactics: Themes from the Street PoliceOne.com Online available at http://www.policeone.com/writers/columnists/RaymondFoster1/articles/119446/ .
Brown, Edward (2003) The New Frontier: Police Motivational Training. Online available at http://www.calea.org/newweb/newsletter/No72/police_motivational_training.htm .
Meeting Law Enforcement's Responsibilities: Solving the Serious Issues of Today" (2001) Major Cities Chiefs Association - Critical Issues Studies Group, October 2001. Online available at http://www.neiassociates.org/seriousissues.pdf.
Aragon, Robert (2004) Positive Organizational Culture: A Practical Approach. Online available at http://www.security-protocols.com/textfiles/law/93dec004.txt .
Hiring and etaining Quality Employees
This is basically going out there for the best in the market, bringing them on board by hiring their services. But again hiring the best is not enough; retaining them is a much bigger task that many find it very difficult. This concept further entails going out in the labor market and recruiting quality employees whose portfolios speak for themselves .This requires one to exercise very rigorous interviews in which the best and not just experienced but result oriented employees get hired and given attractive packages that will not only boost their morale at work but also motivate them to increase their productivity and stay longer in the company. This is a very vital topic to research on because its findings are very important for any company that intends to go beyond borders and break through the international market.
Current esearch on the…
Bridgestar (2009) Flexible Work Arrangements: A Win-Win for Organizations and Employees
Milkovich, Newman & Gerhart. (1999) Compensation: (10th Ed.) Sage: USA
Montelongo, P. (2007). Retaining Quality Employees
It's a common problem and luckily it is one which can be fixed if it's addressed properly.
One of the best solutions to procrastination and rampant disorganization is to get the person in question to admit that he has a problem and to get him to admit that he's preventing himself from functioning at his highest level of productivity and success.
Introducing general organizational skills to Carl could be a crucial factor in his success. Carl might never have received such basic training when he was developing. "Employees in the workplace must have general organizational skills, which allow them to determine the supplies they need, how to arrange their files and whom to contact for specific information. Managers who work with employees will often organize the work of employees to keep them busy, especially those that require a lot of direction, like file clerks or contract workers" (Suttle). In…
Grohol, J. (2005, January 10). Learn About Procrastination. Retrieved from psychcentral.com: http://psychcentral.com/library/procrastination.html
Kirsch, M. (2013). Stop Procrastinating -- Right Now! Retrieved from Goodhousekeeping.com: http://www.goodhousekeeping.com/health/wellness/procrastination-get-done
Marano, H. (2010, July 7). Procrastination: Ten Things To Know. Retrieved from psychologytoday.com: http://www.psychologytoday.com/articles/200308/procrastination-ten-things-know
Suttle, R. (n.d.). Organizational Skills in the Workplace. Retrieved from Chron.com: http://smallbusiness.chron.com/organizational-skills-workplace-1277.html
ecruiting and etention Strategies of Office Temporary Employees
An in-depth analysis of the temporary office employee industry as it pertains to recruiting and retention of those employees.
This paper presents a detailed proposal for the recruiting and retention of temporary office workers. The writer is employed as a full time on site recruiter of temporary office workers at one of Wall Street's top financial firms. The majority of the temporary help the writer recruits are administrative assistants and other entry level finance positions. The positions range from a couple of days to several months in time. The writer is charged with recruiting and retaining temporary workers who have the necessary skill sets and experience to perform the jobs. The writer analyzes the industry, the company history regarding temporary employees and future trends to propose methods for the purpose of recruiting and retention of those workers.
FLOW OF INFOMATION
Workforce, July 2002, pp. 74-77 -- Subscribe Now!
Offering Insurance Is the Key To Healthy Profits and Retention
Three Ways to Build Recruiter Relationships
To do this, her duties could be diversified, and her position modified in order to give her a greater sense of responsibility. One way to do this could be to appoint assistants whom Sue could train to handle her more elementary duties. She could then learn to assist some of the higher-level positions within the company and work her way towards a leadership position.
In today's democratic and equal society, the law protects workers in diverse workplaces. Indeed, democracy and equality in the workplace and society are two of the most important paradigms in the United States today. As a company that reflects the society it serves, it is the aim of WWW.toprovide its workers with optimal satisfaction and opportunities to realize their work related dreams. In order to do this, it is the manager's job to become familiar with all the legislation relating to workers, their protection and their…
eward and Pay Strategy for Employees of a Company
Assessment of the organization in terms of its organizational strategy, objectives, mission and values
Organizational strategy of Coca-Cola Company
As a large co-operate institution, the company looks at its future with a view to dominating the beverage industry globally. The company has recorded tremendous growth for the past few decades. The growth is never a normal escalation of production level but also an expansion, which is sustainable. The company focuses more on meeting its short-term commitments at the same time; it invests in meeting its long-term goals. The company aims to achieve its long-term growth in that, the long-term growth will aim allow the careers to flourish. The company is building fundamental strength in marketing its products and innovation. It drives increased efficiency whereby there will be real effectiveness where it comes to interactions with the systems and the generation of…
Brown, D. (2010). Reward strategies: From intent to impact. London: Chartered Institute of Personnel and Development.
Saleem, S. (2010). Business envirornment. New Delhi: Pearson.
Dransfield, R. (2012). Corporate strategy. Oxford [u.a.: Heinemann.
deferring decisions to employees would have been appropriate. In some situations, the employee would have had greater expertise over the subject matter. In other situations, the employee should make the decision because the decision is not at a high enough strategic level to be made by the CEO. I believe that Skaug's method would also have been appropriate if he were taking over a hospital or investment firm. Employees in those firms have specialized training and the decisions that they are to make are based on that training. The CEO does not make investment recommendations or patient treatment decisions, so deferring those decisions to the relevant experts would have been the best strategy in those situations as well.
Skaug was deferring tactical level and operational decisions to his subordinates. He recognized the situation his company was in and acted accordingly to set up a culture where managers took initiative and…
Chapter 11. Making Decisions. In possession of the author
Chapter 12. Leading People within Organizations. In possession of the author
Module 6. In possession of the author
Gender on Leadership Style and Employee Job Satisfaction
"The glass ceiling" emerged as a widely employed metaphor in the nineties to account for inaccessibility of organizational leadership posts for females. Even today, females continue to encounter a number of challenges when aiming for leadership positions (Ayman & Korabik, 2010). Research scholars recognize the broad significance of culture and situational contingencies as contextual factors governing leadership, whilst also presenting leadership or governance as a largely gender-neutral phenomenon. As of 2010, the labor force of the U.S. comprised of approximately 72 million women (aged 16+); i.e., 58.6% of American females above 16 years were employed, with 40% of the working female population either in professional or managerial roles (Jackson, Alberti & Snipes, 2014). In this paper, gender's impact on personnel job satisfaction and leadership approach will be studied, by reviewing scholarly literature on the subject.
Gender Impacts on Leadership Approach and…
Another reason why an employee will leave their firm is based upon the possibility of career advancement. This is because everyone wants to know that they have a future with their employer and are looking to build something over the long-term. Those facilities that are discussing these issues with staff members have higher retention rates and they can find individuals who are motivated to do more. (Shelly, 2011) According to Chon (2009), these employers have lower amounts of turnover and higher levels of morale. This is one of the keys for enabling a firm to increase productivity and offer customers with superior products / services. (Chon, 2009)
Moreover, Walker (2010) determined that employees want to be recognized for their efforts. This means treating them with respect and helping the person to feel that their ideas are valued. These views work in conjunction with career advancement by showing how…
Improve Your Employees. (2004). Entrepreneur. Retrieved from: http://www.entrepreneur.com/article/70060
Chon, K. (2009). Welcome to Hospitality. Clifton Park, NY: Delmar Learning.
Friedman, D. (2008). Workplace Flexibility. Families and Work. Retrieved from: http://familiesandwork.org/3w/tips/downloads/companies.pdf
Shelly, J. (2011). Skilled Conversations. HRE Online. Retrieved from: http://www.hreonline.com/HRE/view/story.jhtml?id=533329678
Contrary to popular belief, improved performance by employees in a particular organization is not always linked to incentives; in today's dynamic business environment, it is crucial for human resource managers to balance the needs of individuals with those of the organization. One critical component that leads to good individual as well as organizational performance is the application of an effective performance management process. In fact, companies that invest in good performance management practices generally perform better than those that do not measure and manage their performance (Leeuw and Berg, 2010). According to Cardy and Leonard (2011), performance management can be defined as the integrated and strategic approach used by human resource managers to deliver successful results by improving the performance of all the individuals in the organization. It ensures that the goals of an organization are achieved in an efficient and effective manner, while at the same time maintaining good…
Cardy, R & Leonard, B. (2011). Performance Management: Concepts, Skills and Exercises. (2nd Ed.) New York, NY: Routledge
Leeuw, S & Berg, J.P. (2010) Improving operational performance by influencing shopfloor behavior via performance management practices. Journal of Operations Management Vol. (29)1 224-335. Retrieved 9 April 2015 from http://www.isihome.ir/freearticle/ISIHome.ir-21006.pdf
Riccio, S. (2014) Hudson College Scenario C: Performance Management. Society for Human Resource Management. Retrieved 10 April 2015 FOM https://www.shrm.org/Education/hreducation/Documents/Riccio_Hudson%20College_Scenario%20C_Student%20Workbook_FINAL.pdf
Stone, R.N. (2009) Achieving Results with a Performance-Centered Design Framework. Performance Improvement Vol. (48)5 37-44. Retrieved 10 April 2015 from http://search.proquest.com.proxy-campuslibrary.rockies.edu/docview/237234715/4155FCBF55844623PQ/1?accountid=39364