Use our essay title generator to get ideas and recommendations instantly
Job Performance Training
Over the many past years, performance management has been realized to being a very critical business tool for many organizations that have yet seen their success ambitions make a break. Every management team responsible for implementing as well as maintaining performance management systems must be able to realize its potential and commitment to successful results (obert & John 2011). This paper tends to discuss some of the headliners binding performance management, to be specific; challenges facing performance management solutions, integration of job performance and learning or training processes, initiatives of improving employee relations, as well as techniques of Improving employee performance and retention.
Integrating job performance and training
Building a performance support system reduces the need of training through proving of decision tools, information as well as performance aids. Through this, human weaknesses are compensated for, and strengths are enhanced through the same process. The…
Kristen M. W, Ann H. H and Robert D. (2006). When Coworkers and Managers Quit: The Effects of Turnover and Shared Values on Performance: Journal of Business and Psychology, Vol. 21, No. 1, pp. 103-126
Tephane, C. (1999). Affect and Performance in Organizational Settings: Current Directions in Psychological Science, Vol. 8, No. 2, pp. 65-68
Tilaye, K. (2007). Management Practices as Leverages of Employee Performance: Indian Journal of Industrial Relations, Vol. 42, No 3, pp. 332-354
Robert L.M. And John H.J. (2011). Human Resource Management: Essential perspectives. London: Cengage Learning.
Job Performance Evaluation
When it comes to the measurement of performance a common method used is the rating scale. However there are a wide range of considerations when it comes to the type of scale to be used, the source that will provide the ratings on the scale and the ethical and legal issues that surround the scale and the usage of its results. The paper is an evaluation of a job and the how job performance is evaluated in the particular job including the type of rating scale and sourtces.it will also look at errors that might arise as a result of using the rating system and an overview of the validity, reliability, social and legal issues that are related to this rating systems.
The specific job that is to be evaluated is that one of a retail shop attendant. The job entails attending to customers who come into…
Landy, F.J., & Conte, J.M. (2013). Work in the 21st century: An introduction to industrial and organizational psychology (4th ed.). Hoboken, N.J.: John Wiley & Sons.
Chapter 5: Performance Measurement
Artley, W., & Stroh, S. (2001). Volume 2: Establishing an integrated performance management system. In The performance-based management handbook: A six volume compilation of techniques and tools for implementing the Government Performance and Results Act of 1993. Retrieved from http://www.orau.gov/pbm/pbmhandbook/volume 2.pdf
Archer North&Associates.(2010). Rating Scales. Retrieved February 19,2014 from http://performance-appraisal.com/ratings.htm
The Imperative for Job Performance Standards
One of the greatest mistakes that an employer can make is the failure to provide personnel with a clear set of directives on what is expected of them on the job. hile most employees will strive to perform to the best of their abilities, uncertainty over expectations and ways of measuring effectiveness can actually lead to lowered morale and, consequently, declining performance. It is for this reason, our primary text asserts, that job performance standards are an absolute necessity, particularly in companies of larger scope. Clearly defined and effectively communicated performance standards can not only help an employer to evaluate the effectiveness of his personnel both individually and collectively, but these standards can also help employees to gauge their success in attending to their job functions. (p. 604)
One of the best ways to ensure that an employee feels invested in achieving…
UC Davis. (2008). Performance Management. U.C. Berkley Guide to Managing Human Resources.
LMX or (leader member exchange) theory is salient for corporate sustainability and development. Breevaart and coworkers (2015) claim that the theory forms a key instrument in the maintenance of sound manager- subordinate bonds. Increased bond tenure reinforces and improves exchange, thereby positively affecting personnel (Martin et al., 2016). Hence, this paper discusses the LMX theory’s influence on workers’ job performance by discussing and reviewing findings from prior studies.
The theory’s conceptual bases prove salient in several organizational areas. Diefendorff, Kim, and Liu (2015) regard leader member exchange theory as a key tool in the maintenance of effective leader- subordinate bonds. Managerial support is appreciably high among the low LMX cluster, making them socialize via the exchange of desirable behavior. Moreover, LMX theory is rooted in corporate citizenship and personnel behavior since superior- subordinate communication functions as the bridge for the latter to distinguish what the former anticipates…
Breevaart, K., Bakker, A. B., Demerouti, E., & van den Heuvel, M. (2015). Leader-member exchange, work engagement, and job performance. Journal of Managerial Psychology, 30(7), 754-770.
Kim, T. Y., Liu, Z., & Diefendorff, J. M. (2015). Leader–member exchange and job performance: The effects of taking charge and organizational tenure. Journal of Organizational Behavior, 36(2), 216-231.
Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader–member exchange (LMX) and performance: A meta-analytic review. Personnel Psychology, 69(1), 67-121.
Walumbwa, F. O., Cropanzano, R., & Hartnell, C. A. (2009). Organizational justice, voluntary learning behavior, and job performance: A test of the mediating effects of identification and leader-member exchange. Journal of Organizational Behavior, 30(8), 1103-1126.
Personality Testing in the Workplace
The business manager today has a myriad of concerns when considering the best way in which to help his or her business to succeed. On the one hand, the business environment needs thorough examination. On a far more complicated level, however, the business manager needs to ensure that the right personnel are recruited for the work at hand. Since human beings are complicated in nature, managers and personality professionals have constructed personality tests in order to determine the likely success or lack thereof for personnel being recruited. Subsequently, various studies have been conducted to determine the success of these tests in actually predicting the effectiveness of recruiting procedures and/or personnel in a specific business. At the basis of these tests and investigations is the assumption that personality predicts job performance. factors
Garcia et al. (2013) identify personality in terms of its division into "factors" that…
Cascio, W.F. And Fogli, L. (2013). The Business Value of Employee Selection. In Farr, J.L. And Tippins, N.T. (eds). Handbook of Employee Selection. New York, NY: Routledge.
Garcia D, Nima AA, Rappe C, Rapp Ricciardi M, Archer T (2014) The Relationship between the JobMatchTalent Test and the NEO-PI-R: Construct Validation of an Instrument Designed for Recruitment of Personnel. PLoS ONE 9(3): e90309
Judge, T.A. And Zapata, C.P. (In press) The person-Situation Debate Revisitied: Effect of Situation Strenth and Trait Activation on the Validity of the Big Five Personality Traits in Predicting Job Performance. Academy of Management Journal.
Meyer, R.D., Dalal, R.S., Jose, I.J., Hermida, R., Chen, T.R., Vega, R.P., Brooks, C.K., and Khare, V.P. (2013). Measuring Job-Related Sitautional Strength and Assessing Its Interactive Effects with Personality on Voluntary Work Behavior. Journal of Management. 20(10).
Job Satisfaction in Correctional Officers
One of the enduring problems in modern law enforcement is the high rate of job dissatisfaction among correctional officers, which, anecdotally is even higher than job dissatisfaction rates in other law enforcement professionals. There are a number of factors believed to contribute to this job dissatisfaction, which, in turn, contributes to other problems for correctional facilities, such as high rates of employee turnover. Job dissatisfaction can also increase danger in the correctional facility environment because it might impact prisoner morale, may result in correctional officers not being sufficiently attentive to changes in prisoner attitude, and may make it difficult to keep staff adequately trained to respond to situations that develop within the correctional environment.
Obviously, all of these scenarios can result in an increased negative impact on job satisfaction for other employees, so that the problem becomes cyclical. hat that suggests is that…
Graham, S., Harrington, W., Manyak, T. Segal, S., & Udechukwu, I. (2007 Fall). The Georgia
Department of Corrections: an exploratory reflection on correctional officer turnover and its correlates. Public Personnel Management, 36(3), 247+. Retrieved from http://go.galegroup.com/ps/i.do?id=GALE%7CA175557556&v=2.1&u=oran95108&it=r&p=AO NE&sw=w&asid=0a390f77ae63768d6ac3dd9fd10ecdf5
Lambert, E.G., Kelley, T., & Hogan, N.L. (2013). The association of occupational stressors with different forms of organizational commitment among correctional staff. American Journal of Criminal Justice: AJCJ, 38(3), 408-501. Doi: http://dx.doi.org/10.1007/s12103-012-9183-1
Slate, R.N., Vogel, R.E., & Johnson, W.W. (2001). To Quit or Not to Quit: Perceptions of Participation in Correctional Decision Making and the Impact of Organizational Stress. Corrections Management Quarterly, 5(2), 68-77.
Job Performance Appraisals
There are three basic ways to appraise an employee's job performance: traits, behavior and results. Each of these ways has both advantages and disadvantages. Using an employee's traits to evaluate and appraise job performance can be beneficial because it allows the employer to see how well the person fits the position. Traits, which are qualities such as personality, communication style and background, are factors which cannot be created or faked. In many cases, certain traits are more suitable to a position and an employee showing these traits will demonstrate better performance. The disadvantage to evaluating based on traits is that the employee has no control over these factors and so should not be blamed for having traits that do not match the position. Also, appraising job performance based on traits can lead to illegal discrimination if traits such as gender, race and age are considered.
Job Analysis and Performance Appraisal Methods: Practical Applications
My current circumstances could be grooming me for a totally different profession but deep inside, I have always admired the work journalists do. I particularly like how news reporters go out to the field, gather real time information, and interact with newsmakers. In addition to enjoying themselves, these ladies and gentlemen play a very significant role in the creation of a more open and just society. For this assignment, I will address a number of issues with regard to the job I would be interested in pursuing, i.e. news reporting.
Job analysis according to Werner, Schuler, and Jackson (2010) is essentially "a systematic process of describing and recording information about job behaviors, activities, and worker specifications" (p. 122). In that regard therefore, a job analysis seeks to generate information regarding both those performing the job and the job itself. It…
Mathis, R.M. & Jackson, J.H. (2010). Human Resource Management (13th ed.). Mason, OH: Cengage Learning.
Snell, S.A. & Bohlander, G.W. (2011). Managing Human Resources (16th ed.). Mason, OH: Cengage Learning.
Werner, S., Schuler, R.S. & Jackson, S.E. (2012). Human Resource Management (11th ed.). Mason, OH: Cengage Learning.
Furthermore, the customer is most likely not to be biased hence the credibility of the feedback. The sources of information will be integrated by analyzing the data and comparing the feedbacks to determine if they show consistency; before drafting the final report.
The performance appraisal method of evaluating the behavior for rating has a critical technique of analyzing information incorporated. Therefore, in developing the tool, the first approach is to establish the information that is required (Flynn, 2010). Once determined, the questioned are phrased and documented into questionnaires and interviews, which will then be administered to the supervisors, the co-workers and customers for feedback purposes. Additionally, the previous reports on the company's trends will be incorporated to show how the behavioral changes in the department affect the returns of the company. The information gathered is then consolidated into a report for the final scaling which is the report of…
Josiane Fahed-Sreih, (2009) "The HR Scorecard: Linking People, Strategy and Performance,"
Management Research News, Vol. 32 Iss: 3, pp.297-299
Maurer, S.D. (2002). A practitioner-based analysis of interviewer job expertise and scale format as contextual factors in situational interviews. Personnel Psychology, 55(2), 307-327.
Retrieved from http://search.proquest.com/docview/220142693?accountid=35812
Performance Management through the Lens of Keys v. Humana (2012)
Kathryn Keys, former employee of Humana Incorporated, filed a claim of racial discrimination under the Civil ights Acts of 1964 and 1991 (Keys v. Humana, 2012). The U.S. District Court for the Western District of Kentucky sided with the defendant, Humana Inc., in January 2010 and dismissed the case on the grounds that the facts were insufficient to support a claim of racial discrimination under the McDonnell Douglass framework. The McDonnell Douglas framework requires the plaintiff to show that they are a member of a protected class, were qualified to hold the job in question, were treated differently than others not belonging to a protected class or were replaced by an unprotected person, and were harmed by an employment decision. Specifically, the lower court found that Keys failed to show that Caucasian employees who were not fired were indeed performing…
Human Inc. (2012). Well-being starts with us. 2010 & 2011 Corporate Social Responsibility Report. Retrieved 26 Feb. 2014 from http://apps.humana.com/marketing/documents.asp?file=1853059 .
Keys v. Humana Inc., No. 11-5472 F.6th (Fed. Cir. 2012).
Littler Learning Group. (2009). Performance management and corrective action: A resource guide for managers & supervisors. Retrieved 25 Feb. 2014 from http://www.csus.edu/hr/docs/professional/perfmgmtandcorrectiveaction050109.pdf .
Van Bogaert, D.A. (n.d.). New legal battlegrounds for performance evaluations. Retrieved 25 Feb. 2014 from http://myweb.lmu.edu/dbogaert/newlegalbattlegroundspedvb.pdf .
Job edesign and Workplace ewards Assessment:
Advertising art director at an advertising agency
Job components, tasks, or responsibilities
Employees whose work focuses on designing the content of advertising often have a greater deal of leeway in terms of governing their day than other types of employees. Advertising professionals are 'creatives,' meaning that their output is more subjective in its value than, say, a factory employee that must produce so much of a particular product per diem or even an accounting professional that must perform an audit. An advertising art director's role is serving the customer. "An art director usually works alongside a copywriter to form a 'creative team'. Traditionally, the copywriter produces the words to go with the visuals created by the art director" (Advertising art director, 2014, AGCAS). Working with the client closely from the beginning to gain a sense of what the client needs from a particular project;…
Advertising art director. (2014). AGCAS. Retrieved from:
Cutler, Z. (2014). The best ways to reward employees. Entrepreneur. Retrieved from:
Performance Management Theories and Practices
Performance management is a continuous process by which an organization identifies, measures, and develops the performance of individuals. It aligns their performance, the resources and systems with the strategic goals of the organization. According to Leeuw and Berg (2011), companies that apply performance management practices generally perform better than those that do not.
The course has covered important performance management theories and practices. One key lesson learnt, for instance, is that for performance management practices to be effective, there must be constant communication between the management team and the employees; and it is imperative for the goals of the individual to be aligned with those of the organization (Pulakos, 2009). The performance management cycle also provided insight on how performance management systems should be implemented in the organization. The elements of this cycle include: setting the objectives; measuring the performance of individuals; providing feedback on…
Leeuw, S. & Berg, P (2011). Improving Operational Performance by Influencing Shopfloor Behavior via Performance Management Practices. Journal of Operations Management, Vol. (29) 3, 224-233. Retrieved from http://search.proquest.com.proxy-campuslibrary.rockies.edu/docview/866083571/50E9B56B076C4E25PQ/1?accountid=39364
Pulakos, E.D. (2009). Performance Management: A New Approach for Driving Business Results. (1st Ed.). West Sussex, United Kingdom: Wiley-Blackwell Publishers.
job analysis is the process of identifying the best person for a job based on examining the tasks performed, the competencies required to perform those tasks, and the connection between the task and the competencies ("Assessment & Selection," 2013). Performing such an analysis allows the company to better understand the requirements of a given job in the hopes of finding the person best suited to fill the role. There are four main elements involved in performing a thorough job analysis. The first is a description of the work activity that is gathered through a vigorous review of the job and the all the tasks related to adequately performing the work. Second, the knowledge, skills, and abilities or competencies required to perform the job are assessed and catalogued. A large amount of data is compiled to study the range of allowable job performance and the characteristics of the workplace (Prien, Goodstein,…
Assessment & selection: Job analysis. (2013). U.S. Office of Personnel Management. Retrieved February 28, 2013 from:
Biddle, D.A. (2008). Are the Uniform Guidelines outdated? Federal guidelines, professional standards, and validity generalization. The Industrial-Organizational Psychologist, 45(4),
Performance Assessment Systems in Organizations
Many companies conduct performance assessment systems to cope with the current fast-paced global economy. The assessment reflects on companies past outcomes known as lagging indicators as well as the current leading indicators to inform the management on the latest developments. These indicators appropriately analyzed, reported and evaluated, help the companies achieve higher profits.
The use of leading indicators is increasingly getting popular with many companies and businesses today. According to Gjerde and Hughes (2007), computed deviations with standard cost systems give the management timely data on shortfalls of production allowing them to put emphasis on the unfavorable outcomes and take corrective measures to enhance profits.
In the case of South West Airlines, they put in place a performance assessment system that saw it successfully execute a cost leadership strategy. The liner recorded a growth in operating income using the performance assessment system and took advantage…
Gjerde, K.P., & Hughes, S.B. (2007). Tracking performance: when less is more. Retrieved March 25, 2012, from www.findarticles.com: http://findarticles.com/p/articles/mi_m0OOL/is_1_9/ai_n31141879/?tag=co%20ntent;col1 .
McCunn, P. (1998, December). The Balanced Scorecard…the eleventh commandment .
Management Accounting, pp. 34-36.
Mudde, P.A., & Sopariwala, P.Z. (2008). Examining Southwest Airlines' strategic execution: a strategic variance analysis. Retrieved March 25, 2012, from www.findarticles.com: http://findarticles.com/p/articles/mi_m0OOL/is_4_9/ai_n31151644/?tag=content;col1
ANNUAL PEFOMANCE EVIEW
The supervisor and employee meet at the beginning of the review period and together identify and prioritize three to five primary job responsibilities from the employee's job description. Goals, objectives, and special projects may be identified at any time throughout the review period.
At the end of the review period, the employee self-evaluates his or her performance (job responsibilities, performance factors, and goals/objectives) using the rating scale, completes Part I of the Career Development section, and returns the form to the supervisor.
The supervisor evaluates the employee's performance of job responsibilities, performance factors, and goals/objectives using the rating scale. Supervisor comments are EQUIED for any evaluation of "Exceeds Expectations," "Improvement Needed," "Fails to Meet Expectations," and for the OVEALL rating.
The supervisor then meets with the employee and together they discuss the ratings, complete Part II of the Career Development section, and sign and date the…
Edmondson Bell, E.(2003) Your job-performance review: make your boss your partner in getting ahead. Advance preparation can help. Essence 34(2), 120-121.
Nowack, K.M., Hartley, J., & Bradley, W. (1999) How to evaluate your 360 feedback efforts Training & Development 53(4), 48-54.
Nowack, K. (2005). "Longitudinal evaluation of a 360 degree feedback program:
Implications for best practices." Paper presented at the 20th Annual Conference of the Society for Industrial and Organizational Psychology, Los Angeles.
job redesign approaches to revise the selected position.
There are various job redesign approaches that can be adopted in order to revise the role of the supervisor at GM. Grant & Parker (2009, p. 5) pointed out that job design describes how various jobs, roles and tasks are structured, modified and enacted. It also describes the impact of the structures. Job design has also been pointed out by Strumpfer (2006) to be of increasing importance to various organizations. This is because a well designed job results in an improvement of employee well-being. And yet again, it can observed as the process in which a given supervisor makes up his/her mind to change an element of the job, roles as well as tasks of a given individual (Tims and Bakker,2010)
The proposed and improved Job edesign system
General Motors should redesign their jobs to follow the framework of job…
Armstrong M. And Murlis H. (1994) Reward Management. A Handbook of Remuneration
Strategy and Practice, Third Edition. Kogan Page, London.
Grant, A.M., & Parker, S.K. (2009). Redesigning work design theories: The rise of relational and proactive perspectives. The Academy of Management Annals, 3, 317 -- 375.
Gross.,S. (1995) Compensation for teams: How to design and implement team-based reward programs, American Management Association. New York. NY
This research was done to identify any relationship to job satisfaction and a recent company outing to Camp Feel Good. Essentially, the manager is doing this experiment to determine how effective Camp Feel Good attendance is on employee's attitudes.
u1= mean of employees who attended meeting and did not increase job satisfaction u0 = mean of employees who attended meeting and increased job satisfaction
u1 > u0
Null: H0: u1 / u0
Meeting attendance: This variable is discrete since it can either be yes or no, with no in between. This is a quantitative measurement and is the independent variable.
Job Satisfaction Score: This variable is continuous and is nominal. It is a qualitative variable that needs to be converted to understand its meaning. It is the dependent variable in this analysis.
The descriptive statistics infer some important points about the research question posed.
Week 3 SPSS Output. Provided by student.
National Atlas.GOV. (nd). Understanding Descriptive Statistics. Viewed 22 July 2013. Retrieved from http://nationalatlas.gov/articles/mapping/a_statistics.html
57, why are metrics, i.e. The choice of what to measure, fair simply because one meets or exceeds a goal?
) The sales people seem to repeatedly confuse "metrics" with "goals" (i.e. "targets"). What do you infer from this? Is there anything you need to foolow up on here?
Tutor is mistaken; the Goals are the Metrics under
"The Impact of Performance-elated Pay
on Motivation and Job Satisfaction of Sales Personnel
in the Computer Industry
with ecommendations to Improve Management Practices"
Case-study of SEMICO INC
The search for better ways to motivate people in the workplace continues unabated, but the search is becoming increasingly complex as an increasing number of theorists weigh in on what factors tend to affect job performance and employee satisfaction. Although no consensus has been forthcoming, the theoretical work that has emerged concerning employee motivation can be divided into three basic…
Chapter 3: Literature Review
The Extent to Which Motivation Theory Underpins Performance Management Systems
Performance Management Systems attempt to answer questions about employee work objectives and their overall role within an organization. The performance manager system is designed to assist the manager in developing, assessing and monitoring a plan by which an employee’s contributions to the organizational strategy and strategic objective are identified, measured and reviewed. The questions that the Performance Management System will are: What is the role of the employee? What is the objective of the employee? How well is the employee meeting the objective? What could be done to help the employee meet the objective more effectively? In encouraging employees to reach their goals, motivation theory can be seen as underpinning performance management systems to a high extent.
Motivation theory is based on the concept developed by Abraham Maslow (1943) in “A Theory of Human Motivation.” Maslow (1943) constructed a Hierarchy…
performance management? Performance management is the company's goals equal the employee's activities and outputs. Defining performance, it specifies which aspects of employee's performance remain relevant to the business through job examination. Job examination or analysis means getting detailed data concerning jobs. Measuring performance involves measuring said aspects through performance evaluation. Performance evaluation is a method for managing performance. After evaluations, employees gain feedback and learn whether their performance has been effective or not.
Typically, businesses perform the process of performance management annually. Most of the reviews are for individual performance management while others are for pay decisions or establishing training priorities. In recent times, numerous business are moving toward ore streamline, frequent performance reviews. When examining the model of performance management, one may look at organizational strategies, individual attributes, and situation constraints, which all go to individual behaviors. From there it moves on to objective results. The three main purposes…
Sullivan, J. (2015). How Google Is Using People Analytics to Completely Reinvent HR. TLNT. Retrieved 19 February 2015, from http://www.tlnt.com/2013/02/26/how-google-is-using-people-analytics-to-completely-reinvent-hr/
Whatmakesagoodleader.com,. (2015). Job performance appraisal. Retrieved 20 February 2015, from http://www.whatmakesagoodleader.com/Job-Performance-Appraisal.html#Contrast
Performance Effects of Transformational Leadership in Public Administration," Doina Popescu Ljungholm examines a number of components of job performance for those in public administrator positions that work with the government. The focus of the study examined in the article is on how individual perceptions help explain employee behavior, leadership within the context of democratic governance, public administrators within their context of democratic governance, and leadership policies in public sector settings (Ljungholm, 2014). The author's goal was to build upon prior research that suggested that there was a moral component to transformational leadership, the impact of that leadership on public service motivation, how leadership can promote the moral values that promote public service, and what relationship exists between leadership and team performance (Ljungholm, 2014).
Ljungholm examines the concept of mission valence. Mission valence is not directly impacted by transformational leadership, but refers to an employee's perceptions of how the company impacts…
Ljungholm, D.P. (2014). The performance effects of transformational leadership in public administration. Contemporary Readings in Law and Social Justice, 6(1), 110-115.
However, as Murphy (2008) notes, these original scores, and the weightings, are given by biased humans who may have another agenda than simply giving the most accurate appraisal possible. In addition, there is also the question about whether a truly accurate (when negative) appraisal is the best course of action due to the possible negative consequences.
Management by Objectives (MBO)
Sudarsan (2009) surmises that, in the past, researchers have concluded that there are primarily three approaches to performance appraisals. The first approach -- the results focused approach -- is centered on determining whether a specific job has been performed or not. If these performance targets are met or exceeded, the employee is rewarded. The second approach -- the behavioral approach -- focuses on employee behavior. The actual output of the employee is ignored, but instead the methods the employee is using is evaluated. This approach has the benefit of being…
Addison, J. & Belfield, C. (Sept 2008). The determinants of performance appraisal systems. British Journal of Industrial Relations, 46(3). Retrieved November 15, 2009, from Business Source Complete.
Addison and Belfield compare the findings of Brown and Heywood's analysis of the Australia Workplace Industrial Relations Survey with their findings in Britain, using the Workplace Employment Relations Survey. Of particular interest for this paper was the conclusion from both studies that tenured employees are not strongly motivated by performance appraisals. This shows the ineffectiveness of appraisals, no matter what system is used, for those employees with tenure.
Banu, C. & Umamaheswari, P. (Jul 2009). A study on 360 degree performance appraisal systems in Reliance Life Insurance, Udumalpet. ICFAI Journal of Management Research, 8(7). Retrieved November 15, 2009, from Business Source Complete.
Banu and Umamaheswari research the use of the 360-degree performance appraisal system on a life insurance company. It was found that this appraisal system was helpful in identifying training needs, in addition to evaluating the performance of employees. It was also found to be useful in determining rewards and incentives, as well as promotions. However, the authors failed to acknowledge the challenges inherent in this system, as found be other researchers.
Meta-Analysis Stages and Practices
(based on Figure 1, p. 307, Kirca & Yaprak, 2010)
The Causal Relation Between Job Attitudes and Performance:
A Meta-Analysis of Panel Studies
How Important Are Job Attitudes? Meta-Analytic Comparisons Of Integrative Behavioral Outcomes And Time Sequences
Identify and read relevant theoretical and empirical articles
studies were utilized.
Contextual performance and focal performance were the two main factors on which the studies were based
Identify important, common variables, study, and measurement characteristics to assess
The two variables being studied were job attitudes and job performance
Job attitudes were linked to different factors that came under the category of contextual and focal performance
Identify contradictory findings
Decide on meta-analysis objectives
To fill the gap between the relationship of these two factors.
To fill the gap between the relationships of these two factors.
Develop preliminary theoretical framework
Job attitudes were defined as a person's affective and…
nurses play a very important role in the emotional, spiritual, and physical care of the patient with different illness. When it comes to nursing homes, nurses are responsible for the well-being of the individuals there. Even though majority of the persons there are not critically there, they still depend on nurses for their care both medically and emotionally.
Sanghine (2013) reported that two nursing home nurses managed to turn off the alarms of nineteen patients at night so they would not be disturbed during their sleep. They were caught when the care home manager checked up on them in the middle of the night. IT was reported that elderly patients in ages 75 to 100 were not able to call for help. Not only that, they also reported ill treatment to the persons only because they preferred their own comfort and sleep before their duty at the nursing home.
Baldwin, P., Dodd, M., & Wrate, R. (1997). Young doctors' health -- I. How do working conditions affect attitudes, health and performance?. Social Science & Medicine, 45(1), 35 -- 40.
Bates, D., Boyle, D., V, er Vliet, M., Schneider, J., & Leape, L. (1995). Relationship between medication errors and adverse drug events. Journal Of General Internal Medicine, 10(4), 199 -- 205.
Chaudhury, H., Mahmood, A., & Valente, M. (2009). The effect of environmental design on reducing nursing errors and increasing efficiency in acute care settings a review and analysis of the literature. Environment And Behavior, 41(6), 755 -- 786.
Hughes, R., & Rogers, A. (2008). The effects of fatigue and sleepiness on nurse performance and patient safety. Agency For Healthcare Research And Quality (U.S.).
Performance Management Process and the CEO
Critique and evaluate considerations that are traditionally used to determine CEO compensation
Many reward compensations adopted by the CEOs of this era contain five primary components: limited stock grants, limited option grants, payouts for incentive plans, annual bonuses, and salary. While the amounts of bonuses, compensation and perquisites found in not-for-profit sectors may pale in comparison to those in the for-profit world, they generate combined reactions. Their existence can ignite debate, especially in periods of shrinking budgets and increasing costs. However, the ability to hire, maintain, and compensate CEOs is essential in all sectors, and is mostly achieved using a variety of executive compensation plans. The issues around the design of these systems in both the business and not-for-profit areas are similar (Bhattacharyya, 2011).
The last two decades have witnessed a drastic transformation of the executive compensation in many organizations. Compensation of top executives…
Bhattacharyya, D.K. (2011). Performance management systems and strategies. Dehli: Pearson.
Bebchuk, L.A., & Fried, J.M. (2004). Pay without performance: The unfulfilled promise of executive compensation. Cambridge, MA: Harvard University Press.
Blazey, M.L. (2013). Insights to performance excellence, 2013-2014: Understanding the integrated management system and the Baldridge criteria. Milwaukee: Asq Quality Press.
Chingos, P.T. (2004). Responsible Executive Compensation for a New Era of Accountability. Hoboken: John Wiley & Sons.
Performance Management Plan eview
The value of measuring and identifying key skills and attributes is essential to an evolving organization. The following performance management plan is tailored to the Stonefiled Limousine business.
Location: Austin, Texas
Type of Business: Limousine Service
Number of Employees
Current Predicted Annual Net evenue: $50,000
year evenue Growth Objective: 5%
Turnover ate: 10%
The purpose of a performance management plan is to track and guide an organization's employee's contribution to the organization. It is necessary to first identify the problems and objectives of the organization in order to get an appreciation for the industry and type of products and services they offer. The most important aspect of any performance management plan is that the organizational strategy is aligned with other facets of this improvement such as the Human esources and operations aspects of the company. Put simply, the company must understand what is being asked of…
Armstrong, M., & Baron, A. (2000). Performance management. Human resource management, 69-84.
Otley, D. (1999). Performance management: a framework for management control systems research. Management accounting research, 10(4), 363-382.
Performance Appraisal Approaches
The Graphic ating method
The Graphic rating scale is one of the most common methods used in performance appraisal evaluation. The method requires that evaluators show the level an employee manifests a given trait, result of performance and behavior related to the delivery of work related tasks. The ratings are tailored to capture performance in specific work related areas. These areas could be the level of knowledge of their work, quality of work and responsibility. The scale offers a continuum that stretches from such descriptions as low, high, good or poor, most effective to least effective etc. Although the scales may go higher or lower, they usually have up to a maximum of 7 points. The graphic variety may often not define their points. The following characteristics should typically influence acceptability positively
The rating of performance must be defined clearly
The scale should reflect behavior and backed…
exploreHR. (2016, Febuary 7). Performance Appraisal MethodsPerformance Appraisal Methods. Retrieved from exploreHR: http://www.explorehr.org/articles/Performance_Appraisal/Performance_Appraisal_Methods.html
Kokemuller, N. (2016, Febuary 7). The Pros & Cons of Performance Appraisal Methods. Retrieved Febuary 7, 2016, from Chron: http://smallbusiness.chron.com/pros-cons-performance-appraisal-methods-39497.html
Mayhew, R. (2016). Best Appraisal Method for Office Managers. Retrieved from Chron: http://smallbusiness.chron.com/appraisal-method-office-managers-60685.html
Mayhew, R. (2016, Febuary 7). Legal Aspects of Performance Appraisals. Retrieved from Chron: http://work.chron.com/legal-aspects-performance-appraisals-20795.html
I work in a retail store that sells handbags, shoes, linens and similar household and clothing products. My company just had a bad quarter. Consequently, I have requested my senior management team to enhance the performance by employees in the retail section immediately in order to turn the trend around. I have requested that they establish a performance management system so as to change the performance of the current employees for the better. This can be achieved, firstly, by making the system effective through the creation of a job description for each employee and the retail sales associate (Smith, 2016). This can be attained as follows
The retail associates in our company are critical positions because they are best poised to deliver the retail objective of the company. A retail sales associate must polish his/her sales techniques and internalize the company's strategies aimed at boosting sales.…
Biro, M. M. (2012). 5 Leadership Behaviors Loyal Employees Trust. Forbes. Retrieved August 24, 2013, from http://www.forbes.com/sites/meghanbiro/2012/06/04/5-leadership - behaviors-loyal-employees-trust/
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2007). Fundamentals of Human Resource Management. New York: The McGraw-Hill Companies, Inc.
Paul, A. M. (2013). Four Ways to Give Good Feedback. Psychology. Time Ideas. Retrieved August 24, 2013, from http://ideas.time.com/2013/03/18/four-ways-to-give-good-feedback/
Smith, L. (2016). Performance Management. Academia. Retrieved May 20, 2016, from https://www.academia.edu/9665199/HRM_3_sample_paper_Assignment_2
The last step is rating the elements on the constructs based on a 5, 7 or 10 point rating system Smith, 1980()
Another method is work sampling whereby the proportion of time a worker spends on a particular activity such as fixing a machine or designing a new system is measured. Hierarchical task analysis is another method and it involves giving a description of the performance of the employee based on the organization's hierarchy. This method involves describing the interactions between the employee, their supervisor and other managers in the hierarchy Shepherd, 1985()
Problems with job analysis
The job analysis process involves a variety of methods, detailed plans, tools and human effort which makes it prone to problems and challenges. One major problem that comes with job analyses is the lack of support by the management team. This is a huge problem that arises when the job analyst is unable…
Carter, R.C., & Biersner, R.J. (1987). Job requirements derived from the Position Analysis Questionnaire and validated using military aptitude test scores*. Journal of Occupational Psychology, 60(4), 311-321. doi: 10.1111/j.2044-8325.1987.tb00263.x
Dessler, G., Griffilhs, J., & Lloyd-Walker, B. (2007). Human resource management: Theory, skills & application (3rd ed.). Australia: Pearson.
Muchinsky, P.M. (2011). Psychology Applied to Work. Summerfield, NC: Hypergraphic Press.
Nel, P., Plessis, A. d., Fazey, M., Erwee, R., Pillay, S., Mackinnon, B.H., . . . Millet, B. (2012). Human Resource Management in Australia and New Zealand. Victoria, Australia: OUP Australia & New Zealand
Develop a job / task analysis
An entry-level job in a customer service call center
It is important for any organization that is set up especially with the aim of offering services to the people to have a care center for the customer. This central point serves as the point of contact between the clients and the service provider (Freese, 2010). The company or organization needs to have a customer care center since; communication is a vital process and tool for business. Questions and issues that need clarification are always bound to arise within the process of doing business. This significant department is thus very useful in delivering this important service to customers.
Customer service for the company is an identifying factor. A company or an organization whose customer care is spectacularly unique, especially if the competitors of the organization are offering the same quality products and at…
Drucker, P.F. (2007). Management: Tasks, responsibilities, practices. New Brunswick, N.J:
Ukens, L.L. (2007). 101 ways to improve customer service: Training, tools, tips, and techniques.
San Francisco, CA: Pfeiffer.
93). This approach allows members of the team to act autonomously; that is, once the supervisor is selected each member of the team has their own target to hit, and their own method or tools for realizing their target or goal. When they achieve this goal, they are rewarded through recognition of their efforts and greater autonomy or a promotion. This in turn may lead to increases in status or pay within the organization, which improve motivation and fulfills any financial goals a team member may have.
Goal setting theory needs to be strengthened as it promotes knowledge sharing in the organization. eeve (2001) notes in his goal setting theory (p. 199) that setting goals is critical to the success and productivity of an individual and team members. When people act as part of a group they form an alliance, one that collaborates and overcomes obstacles to success, which may…
Reeve, Johnmarshall. (2001), Understanding Motivation and Emotion 3rd Ed. New York:
In this way, all three methods of job analysis can integrate in order to provide an objective as well as global overview of the job being analyzed.
When analyzing the Packagers job, all three methods will then be used in an integrated way. Because of the size of the company, interviews and questionnaires have been considered as unviable. It would simply take too much time and effort to administer and analyze questionnaires. Interviews in turn would impose upon the work time of workers, and would not be sufficiently accurate to be of value to the analysis.
In order to assemble the information and complete the analysis in a timely manner, it was decided to delegate the self-reporting tasks to team managers. Each team manager will provide a self-report of his or her own, together with gathering self-reports from subordinates. These will then be consolidated and provided to the HR Manager.…
ChangingMinds.org. Job Analysis. 2010. http://changingminds.org/disciplines/hr/job_analysis/job_analysis.htm
HR-Guide.com. Job Analysis: Overview. 2010. http://www.job-analysis.net/G000.htm
McNamara, Carter. Employee Task and Job Analysis. Free Management Library, 2008. http://managementhelp.org/staffing/specify/job_nlyz/job_nlyz.htm
U.S. Office of Personnel Management. Job Analysis Tools. 2010. http://www.opm.gov/HiringToolkit/docs/jobanalysis.pdf
Job Analysis Selection • Conduct a job analysis. • Outline a workforce planning system. • Create a selection process staffing. Course Assignments 1. eadings • ead Chapter 5 -- 7 Managing Human esources.
Job Analysis Selection
As InterClean and EnviroTech completed their merger, the operational complexities of the resulting companies significantly increased. At the primary level, one could observe the fact that the organization would no longer simply offer cleaning products, but also cleaning services to the local health care institutions. As a specification, these institutions require the highest possible quality cleaning products and services. Nevertheless, the ability to kill as many germs as possible does no longer represent the main competitive advantage.
The modern day society is extremely dynamic and continually challenges the economic agents to rise up to amounting expectations. While a high quality of the manufactured products and delivered services is imperative, it is no longer sufficient…
Jobber, D., Lancaster, G., 2009, Selling and sales management, Pearson Education
2010, Sample job analysis, Staffing and Recruiting Essentials, http://www.staffing-and-recruiting-essentials.com/Sample-Job-Analysis.html last accessed on December 21, 2010
Business open learning archive, The BOLA Project, http://www.bola.biz/jobs/salesjob/salesrep.html last accessed on December 21, 2010
The employee does, however, receive recognition and has the possibility of extrinsic rewards such as pay raises and promotions.
The relative lack of positive goals for the cashier/finisher position is ineffective. Employees are not encouraged to seek new, higher standards of performance because they face limited advancement and pay raise prospects. The company's emphasis on minimum standards works well, but the bagel example shows how better use of positive goal-setting can help to unleash the full potential of Dunkin's front-line customer service staff. If these employees working towards positive goals can bring the chain to be the number one bagel seller in the country in less than a year, then clearly the firm's day-to-day performance is underperformance and this is largely due to the lack of such rewards.
The cashier/finisher position at Dunkin' Donuts can be difficult to fill. As such, the company's job design, rewards and motivations systems…
Job Posting: Dunkin' Donuts Crew Member. Snagajob.com. Retrieved October 17, 2009 from http://www.snagajob.com/job-seeker/jobs/job-details.aspx?postingId=1308092&ref=vseindeed
No author. (2007). Maslow's Hierarchy of Needs. NetMBA.com. Retrieved October 17, 2009 from http://www.netmba.com/mgmt/ob/motivation/maslow/
No author. (2008). Dunkin' Donuts rewards "brilliant bagel behavior." Incentive Performance Center. Retrieved October 17, 2009 from http://www.incentivecentral.org/employees/casestudies/Dunkin_Donuts_Rewards_Brilliant_Bagel_Behavior_.836.html
I would want to be evaluated through a form that would reveal whether or not I was conducting my assigned duties. Because of its specific nature, figure 11-3 would not only allow the evaluating manager to make an informed representation of my work, but also remind me of specific duties. Thus, as an employer and an employee, figure 11-3 is the superior form. It allows for the accurate and succinct evaluation of workers and the best chance of convincing those workers to continue to strive or make up for what they have lost.
When looking at the performance appraisals in figures 11-1 and 11-3, employers can find many factors on which to evaluate them. The first, job-relatedness, has already been discussed above, noting that the second form was superior in this area. While it may not have been nearly as job-related, the first form was probably less expensive.…
This was accomplished by: breaking down into small teams and having everyone work directly with some of the top executives at the firm (i.e. Steve Jobs). This created an atmosphere that encouraged employees to discuss their ideas and the impact they are having on consumers. It is at this point, that Apple was able to integrate these different ideas into their performance evaluation procedures. (Stone 38 -- 40) (Snell 143 -- 179)
Clearly, the performance evaluation system that Apple is using is helping the firm to attract and retain the best employees. This is because there is a focus on ensuring that all candidates for a position meet: the basic educational and experience qualifications. During the next stage, is when they will be subject to: a series of interviews, a practical exam and other criteria. This allows the company to decide which individuals would be the best choice for…
Griffin, Ricky. Management. Boston: Houghton Mifflin, 2008. Print.
Herbold, Robert. What's Holding You Back. San Francisco: Josey Bass, 2011. Print.
Highhouse, Scott. Stubborn Reliance. Industrial and Organizational Psychology 1:3 (2008): 333 -- 342
Snell, Scott. Managing Human Resources. Mason: South -- Western, 2012. Print.
Person Being Assessed: Jane Doe
Person ompleting Assessment: Jason Marshall
Position of Person Being Assessed: Administrative Assistant
Date of Performance Evaluation: 6/23/2014
Rating Scale to be Used:
Excels in Performance
Does Not Meet Expectations
Fails to Meet Performance Standards
The employee has a sufficient understanding of his/her job duties and when they should be completed
Employee is willing to help out internal employees when assistance is needed
Employee is willing to help clients and other external parties that need assistance as needed
Employee retains a positive attitude as a general habit
Employee is cool under pressure even when situations or deadlines created stress or tension
Employee is consistent in completing required job duties in a timely manner
Employee only needs to be told something once, or maybe twice, before something is learned and perfected
8) Employee maintains a positive attitude regardless of…
Confirmation of Completion by Manager
Date of Next Review -- 6/24/2015
Feedback regarding review from employee: ____
All of these are admittedly challenging problems and the key to lasting change is that employees must first identify and internalize the need and desire for change for these strategies to succeed.
Yuen H. Chan, obert . Taylor, Scott Markham. "The ole of Subordinates' Trust in a Social Exchange-driven Psychological Empowerment Process. " Journal of Managerial Issues 20.4 (2008): 444-467,421-422. ABI/INFOM Global. ProQuest, 1 Mar. 2009
Fulkerson, John ., and andall S. Schuler.. "Managing worldwide diversity at Pepsi-Cola International." Diversity in the workplace: Human resources initiatives. 248-276. New York, NY U.S.: Guilford Press, 1992. PsycINFO. EBSCO. [2 Mar. 2009
Ann Gilley, Jerry W. Gilley, Heather S. McMillan. "Organizational change: Motivation, communication, and leadership effectiveness. " Performance Improvement Quarterly 21.4 (2009): 75. ABI/INFOM Global. ProQuest. 1 Mar. 2009
Edward Martin. "Employers boost perks to build workforce loyalty. " the Business Journal 22 Sep. 1997: 30. ABI/INFOM Dateline. ProQuest. 2 Mar.…
Yuen H. Chan, Robert R. Taylor, Scott Markham. "The Role of Subordinates' Trust in a Social Exchange-driven Psychological Empowerment Process. " Journal of Managerial Issues 20.4 (2008): 444-467,421-422. ABI/INFORM Global. ProQuest, 1 Mar. 2009
Fulkerson, John R., and Randall S. Schuler.. "Managing worldwide diversity at Pepsi-Cola International." Diversity in the workplace: Human resources initiatives. 248-276. New York, NY U.S.: Guilford Press, 1992. PsycINFO. EBSCO. [2 Mar. 2009
Ann Gilley, Jerry W. Gilley, Heather S. McMillan. "Organizational change: Motivation, communication, and leadership effectiveness. " Performance Improvement Quarterly 21.4 (2009): 75. ABI/INFORM Global. ProQuest. 1 Mar. 2009
Edward Martin. "Employers boost perks to build workforce loyalty. " the Business Journal 22 Sep. 1997: 30. ABI/INFORM Dateline. ProQuest. 2 Mar. 2009
Performance reviews, even from the organization's point-of-view, allow the organization to engage in some soul-searching as to what areas of employee performance are valued. They may even help the organization identify star performers that may not shine and glitter, but have made a measurable contribution to the organization by helping it meet its benchmarks. It can be an education and a valuable form of self-scrutiny for the organization as well as for the employee. Sadly, in today's litigious climate, performance reviews may also be a necessity simply from the point-of-view of demonstrating to a court of law, if the employer lets go a particular individual, that the employee was performing below 'par' on a consistent basis, review after review. It also helps the organization, if the appraisals are oral, gain feedback from both good and bad employees about what makes them perform at an optimal or sub-optimal level.
An organization can achieve a competitive edge only and only with the help of its employees. Therefore, it is necessary that right employees are selected then trained and developed and a performance-based reward system. The question then comes to the performance measurement system. In a furniture retail store where I work they stick to the old practice of a meeting of top managers and supervisor who sit down annually and critically review the performance of all customer service personnel. They carry out a thorough examination of employee performance with respect to the goal set for them by the management. In this setting where only goals are there to guide employees and performance appraisal system is vague and subjective, most employees are just interested in meeting their targets and they do not strive to exceed their employers expectations. Performance evaluation should be an evaluation and development tool with the…
Sims, R. (2002). Organizational Success through Effective Human Resources Management. Quorum Books. Westport, CT.
Kreiner, J. (2000). Examining the human Body. The Washington Times. March 18.
Prasad, S., Tata, J., & Thorn, R. (1999). The Influence of Organizational Structure on the Effectiveness of TQM Programs. Journal of Managerial Issue. Vol. 11.
Given the need to improve organizational productivity through increasing employee performance, develop a performance management program that focuses on linking the organizations strategic objective with the individual effort outlining the benefits of improved performance, the consequences for lack of performance as well as the employee and managerial training that will be needed for implementation.
Purpose of the performance management program (PMP)
The purpose of the PMP is to align the motives of the employee with that of the organization so that the employee is encouraged to work for the good of the organization. Objectives are formulated that are in line with those of the employee, a system of rewards and consequences are established that attract the employee, and a system of monitoring and work appraisal, formalized together with employee, is established.
The PMP is strategic so that the organization's goals are clearly aligned with that of the…
Why are you applying for a role in your chosen area? (Demonstrate your suitability for the position(s) sought.)
In September of 2002, I graduated with honors with a degree in Civil Electronic Engineering from the Free University of Brussels (V.U.B). Although I enjoyed studying this discipline and pursuing my degree, I have come to realize that my naturally extroverted personality is far more suited and more fulfilled in the fast-paced world of business and finance. This is why I have decided to apply for an entry-level position for the Financial Management Program (FMP) at General Electric.
I do not only seek an education for myself in my new, chosen field. I also believe that my background has given me, as a person, a good deal that I can offer to GE as a company. A civil electronic engineer, such as myself, is often confronted with highly complex mathematical…
Job analysis is the process of gathering, analyzing, and synthesizing information about jobs (Busi, 2012). It is a critical part of human resources management. It functions to provide answers to questions such as: How much time does it take to complete important tasks?, Which tasks comprise a particular job?, How can a job be structured to enhance employee performance?, and What capabilities and behaviors are needed to perform the job?. A job description is often considered the most important result of job analysis. It lists the duties associated with a role, representing a written summary of the job as an identifiable organizational unit.
The importance of job analysis goes beyond a mere review of a specific role. It actually informs every other aspect of work in human resources (Busi, 2012). For example, recruitment requires an adequate job description to advertise the duties of a position. Similarly, selection and training rely…
Busi, D. (2012). Creating value through simple structured job analysis. Supervision, 73(7), 8-13.
Bloodstream Infections in NICU
Bloodstream infections in the neonatal intensive-care unit (NICU) are a serious concern for parents and health care professionals. Exposure to bloodstream infections for most patients will caused delayed hospital stays and higher costs associated with hospital visit (Marschall et. al., 2008). There are many procedural changes that can be made at the hospital to decrease risk of bloodstream infections. ecommendations for decreasing bloodstream infections will be based on the practices of the Connecticut Children's Medical Center (CCMC), which is successful in decreasing bloodstream infections. In this paper I will discuss how to get the employees engaged in their work, how to receive buy-in for quality work, how this will reduce errors and increase the quality of work.
Engaging employees in their Work
It is important to train the employees on the recommended techniques for inserting a catheter since this is main cause of blood…
Buttes et. al. (2006). Drive down infection rates. Nursing Management. October.
Deaver, K. (2010). Preventing Infections in Hemodialysis Fistula and Graft Vascular Accesses. Nephrology Nursing Journal. 37 (5) 503-506
Marschall et. al. (2008). Strategies to prevent central line-associated bloodstream infections in acute care hospitals. Infection Control and Hospital Epidemiology. 29 (1) S22-30.
Job Title: Chief Financial Officer, CFO, Controller, Directory of Finance
Company: NW Healthcare Services, Inc.
Mission and Description: As a nonprofit health-care provider, NWHCS takes seriously our responsibility to provide access to the services, expertise and facilities needed by our communities.
Our commitment to improving the health of our region extends beyond normal patient care. Whether through physician clinics, health education, charity care, our mobile mammography program or other means of outreach, we're committed to caring for the people of our region and beyond. NWHCS is licensed for 217 beds and has 1, 2000 employees and more than 400 physicians with privileges. It is also aligned with Lutheran Medical Center, Greater Oswod Metropolitan areas largest non-profit health-care provider with 1,245 licensed beds, has three hospital campuses in Oswod (First Hill, Cherry Hill and Ballard) and a fourth under construction in Issaquah. It also operates an extensive network of…
The Basics of Corporate Structure. (May 8, 2009). Investopedia. Retrieved from:
Lagorio, C. (April 1, 2010). How to Write A Job Description. Inc. Retrieved from:
In fact, her software proficiency is among the best in the office and she has already started to help her coworkers when they run into problems. Her ability to troubleshoot Microsoft software products has come in handy many times.
Lauren is a speedy worker and performs all the basic office duties such as photocopying and filing with aplomb. We have not noticed any misfiled documents since her arrival. She writes well and communicates effectively. We have received no complaints about her replies to e-mails, her office memos, or her typed letters. Her grammar skills are top-notch. However, she sometimes buckles under the pressure of a particularly heavy day on the phones. When the phone lines are ringing constantly sometimes Lauren becomes flustered. Lauren would do well to improve her telephone skills, as occasionally she forgets to take down important messages and sometimes forgets to forward calls to the appropriate department.…
Gazing at the Seoul skyline for the first time after graduating from the University of Massachusetts, I felt the pulse of metropolitan life and the whispers of change taking place in my life and in the life of the city. It is because of this pulse that I am applying for a job with HSBC, one of the world's most reputable companies. I had lived in Boston for the past several years and soaked up all the experiences I could while I was there. When I returned to Korea I realized that the world had become so linked because of globalization that companies like HSBC made inroads in nations far beyond their own borders. I also appreciate the world of commerce and banking, which I believe are at the root of how whole societies change and grow.
I too hope to change and to grow through exciting opportunities working…
As a Platoon Commander Petty Officer in 2007, I was responsible for 26 midshipmen, of which several were from varied ethic backgrounds. Furthermore, some come from vastly different backgrounds from my own.
This experience was enhanced during my work as Company Honor Board Chairman Petty Office in 2007. I was responsible in that role for instilling values of honor for over 150 midshipmen. In this group were represented not only a wide range of ethnic groups but socioeconomic groups as well. Given that my role involved instilling a common set of values in such a disparate group, I gained extensive experience in handling individuals with different backgrounds and therefore different philosophies with regards to the concept of honor. Many individuals required one-on-one training because their backgrounds were so different from the concept of honor that I was trying to instill. This gave me an amazing amount of direct experience dealing…
American Jobs Act
The American Jobs Act of 2011
The American Jobs Act
This paper advocates passage of the American Jobs Act of 2011. Two years after the Great Recession of 2007-2009 ended, unemployment continues at near record highs. As of September 2011, according to the Bureau of Labor Statistics, the unemployment rate held at 9.1%, with the number of unemployed persons at 14.0 million. The unemployment rates for adult men (8.8%), adult women (8.1%), teenagers (24.6%), whites (8.0%), blacks (16.0%), and Hispanics (11.3%) were essentially unchanged for September. The number of long-term unemployed, those who were jobless for 27 weeks or longer, was 6.2 million individuals, accounting for 44.4% of the unemployed. The number of individuals employed part-time for economic reasons, also referred to as involuntary part-time workers, rose to 9.3 million in September. These persons worked part-time because their hours had been cut back, or because…
Boushey, Heather and Gadi Dechter. "The American Jobs Act." Center for American Progress. 14 Sept. 2011. Web. 18 Oct. 2011.
Bureau of Labor Statistics. "The Employment Situation -- September 2011." BLS.gov. 7 Oct. 2011. Web. 18 Oct. 2011.
Calmes, Jackie and Binyamin Appelbaum. "Bigger Economic Role for Washington." New York Times. 13 Sept. 2011. Web. 18 Oct. 2011.
Costa, Kristina and Adam Hersh. "Infrastructure Spending Builds American jobs." Center for American Progress. 8 Sept. 2011. Web. 18 Oct. 2011.
s noted on the JP Morgan's own website, the evolution of the credit derivatives market has shifted the entire technology agenda into the banking environment because of the creation of electronic markets. full understanding of how recent changes in technology can be related to international economics and development is thus critical to success in the field of consulting.
I believe I can offer a unique combination of technical, business, and personal skills to JP Morgan that relate directly to the interrelationship of technology, structural development, and international economics. My background in the electrical and structural aspects of engineering, my personal and social education in Europe, and my familiarity with business culture and terms would all make me a valuable asset to JP Morgan.
In September of 2002, I graduated with honors in Civil Electronic Engineering from the Free University of Brussels (V.U.B.). This background in engineering has given…
At university, I honed and developed my analytical skills, the apex of which was my thesis on the simulation of an ADSL-modem. My work has taught me how to tackle unstructured problems, rather than simply to apply outmoded concepts to new ideas. I am extremely comfortable with several program languages, including Visual basic, C++, Java and Matlab-Simulink. But beyond comfort, I know how to think creatively in the language of technology, much as I know how to communicate in a variety of languages.
A interned in 2001 with the Telindus Company in Beligu, an International telecommunications company, for which I wrote a program to use a sampler as an oscilloscope enabling the company to test modems. In my work for Eleven 11 in Antwerp, Belgium, I wrote a specific program to facilitate this Belgian diamonds company's accounting. Even during my 'leisure' time I found myself fusing my interests in technology and business, when I created with some friends of mine an investment club in February of 2000.
But at JP Morgan, my passion for technology and business would be fused, not simply into a single investment club, but would become the focus of my professional and intellectual life. I offer my skills, my energy, along with my passion to this great and renowned company.
There are three major job evaluation methods. These are the time span of discretion, the decision band method and the problem-solving method. The time span of discretion method requires the inputs of whether it is a single- or multiple-task job, the standards used, and the normal length of time between when a subordinate starts a task and when the supervisor checks his or her performance. The decision band method uses the principle that decision-making is important in all jobs. So the types of decisions are used to analyze each job, then the jobs are graded on that basis and the pay structure is then determined. Finally, there is the problem-solving compensable method, which uses problem-solving as a single universal factor in evaluating all of the jobs in the organization. A fourth method is the benchmark guide chart method, which requires the identification of relevant compensable factors and building…
Henderson, R. (no date). Compensation Management in a Knowledge-Based World, Tenth Edition.
Ryerson University. (2008). Decision band method overview. Ryerson University. Retrieved December 19, 2013 from http://www.ryerson.ca/content/dam/hr/management/job_eval/docs/je_dbm_handbook_and_paq_guide_2009.pdf
Consider our team's work last year with a major mining client. This company faced a difficult tax situation with regards to an operation in PNG and we were called upon to solve the problem to avoid trouble with the regulators.
Our star accountants set about this task, but the job of coordinating the effort was mine. I needed to organize the paperwork, to track the progress of the different team members and to ensure proper filing of the necessary documents with regulators. Under my direction and leadership, our partners were able to bring the problem to a smooth resolution, saving the client tens of thousands of dollars in the process.
I like to feel that my coordinating efforts and expert information management helped to make this success possible. I had a specific role on the team and I fulfilled it to the highest level. This allowed the other team members…
As, we are having employees and managers work together in determining if this is someone that they can get along with over the long-term. This is when we can find an individual who will become a part of our team.
Part 3: Questions for a ehavioral ased Interview
To determine if someone is a good fit for the position we will be asking them a series of different questions. The basic idea is to use their responses to understand their thought process and the kind of HR manager they will be. Once this occurs, is when we will have a better understanding of as to which candidates are best suited for the position. elow are a series of different questions that we will be asking everyone as a part of the hiring process during their interviews.
Questions that will be asked to candidates during the interview
Why do you think…
Job Description. (2011).
Newspaper Ads. (2011). WIU. Retrieved from: http://www.wiu.edu/art/courses/assignments/314-3examples-eagle.htm
The Star. (2011). The Toronto Star. Retrieved from: http://www.thestar.com/
The Windsor Star. (2011). The Windsor Star. Retrieved from: http://www.windsorstar.com/
XML is used not only to represent the data but also as a messaging protocol called SOAP; and (6) Portal Integration is another popular integration methodology in use today. It doesn't involve expensive and time consuming technologies and processes that EAI and data warehousing require. Also, it is the most customer-facing of all the methods described in this section. This means that it can be highly personalized and customized to the customer's requirements. In future, portals will present their functionality as web services so that multiple portals from different vendors can be integrated.
Architecture of Portals
The portal, when speaking technically, is "a framework that enables developers to plug various software components called portlets, and then deliver the aggregated content to multi-devices." (Mohan, 2003) Integration may be accomplished through using HRML, JSP, Java eans, Java servlets, XSL that transforms XML through XSL transformation or even CGI. Sun Microsystems' Java Community…
Mohan, Sajeev (2003) Mechanics of Oracle Portal and Identity Management. Online available at http://download.oracle.com/owsf_2003/36786_Mohan.doc
Reducing the Costs of it Security Management (2006) Sumner Blount eTrust Solutions Online available at http://i.cmpnet.com/ittransformationcenter.techweb.com/pdfs/reducing_costs_security_mgt.pdf
Building a Portal? Vive La Difference (2001) Information Week. 5 November 2001 Online available at http://www.informationweek.com/news/showArticle.jhtml?articleID=6508083
Oracle Solutions for Workforce Excellence - HR Transformation: Transform HR from an Administrative Function to a Strategic Partner. http://www.oracle.com/global/uk/hcm/9575%20Transformation-2-9-4.pdf
ole-Play a (with Manager a and Employee A)
In this example obert is meeting with Denise to go over her performance appraisal. When Denise is asked to tell obert how she feels she has done over the last year, Denise states that she feels satisfied with her performance and believes she is doing good because she has not received any feedback from obert otherwise. There are two issues to be concerned about with this statement. First, employees should be given regular and systematic feedback on their performance throughout the appraisal period, not just once a year (Ash & Quarry, 2010). Second, a yearly appraisal period is too long. Performance appraisals should be given at least twice per year, if not more often, in order to give equal credit to the good performance and not so good performance (Pardue, 1999). We tend to only remember what has happened recently…
Eve Ash & Peter Quarry (2010) 10 Steps to Flawless Appraisal Interviews. Gower, Training Point: Ash Quarry Productions. [DVD]
Pardue, Howard, 1999. Performance Appraisal as an Employee Development Tool. [Online]. Available at: < http://www.shrm.org/Research/Articles/Articles/Pages/CMS_000104.aspx > [Accessed December 13, 2010].
Job Advertisement for a Security Manager
Cincom Systems is a leading provider of Enterprise esource Planning (EP), Manufacturing Execution Systems (MES), Supply Chain Management (SCM) and Enterprise Quality Management and Compliance (ECQM) systems and platforms for aerospace and defense manufacturers globally. The continued investment in advanced surveillance technologies by the U.S. And foreign governments has led to continued rapid growth for Cincom, as more aerospace and defense manufacturers rely on their software than any other software provider globally. More Unmanned Aerial Vehicles (UAV)s are manufactured using Cincom's software than any other enterprise software company serving the aerospace and defense industry today.
Cincom's profitable growth is leading to expansion of manufacturing facilities globally and the need for an Enterprise Security Manager to ensure secure, safe operation of its development center in San Diego, California. A DOD-complaint facility, the San Diego esearch and Development Center is world-known for its advanced research into…
Atkinson, W. 2005, "Integrating Risk Management & Security," Risk Management, vol. 52, no. 10, pp. 32-34, 36-37.
Baxter, H.C. 2012, "Don't Be Left Behind: Improving Knowledge Transfer," Public Manager, vol. 41, no. 3, pp. 39-43.
Booker, R. 2006, "Re-engineering enterprise security," Computers & Security, vol. 25, no. 1, pp. 13-17.
Fay, J. 2005, Security's Role in Enterprise Risk Management, Cygnus Business Media, Inc., Park Ridge.
In a good performance management system the manager plays a vital role. He is responsible to not only identify the employee strengths and weaknesses but also to acknowledge good performance and to provide developmental suggestions. The later part is very important, as it does no good to just spot the deficiency of an employee without providing positive suggestions for improvement. The employees for their part must be encouraged to provide their valuable input during every stage of the process. For example, some organizations even collect feedback from employees to evaluate the performance of their superiors. Thus, an appraisal denotes not just the supervisors assessing their subordinates but also rating from team members, rating by employees of their superiors, review by the HR department etc. Once such active and collaborative participation is achieved then the performance appraisal process attains its chosen objective, that of increasing the overall employee performance.
Job Analysis from 'Undercover Boss'
From the 9th episode, "Subway" of Undercover Boss -- Season 2, two jobs have been identified: Store Manager and Chief Development Officer.
In the episode, Subway's Chief Development Officer (CDO), Dan Fretman goes undercover in order to assist with the development of Subway stores. The position of Store Manager in the episode involves 4 persons who work alongside Dan.
For Chief Development Officer Position
The central part played by development in the area of strategic business decision-making has given rise to a need for managers who understand the concepts of development as well as gainful applications to processes, products, and services. A number of firms have dealt with the above need by creating the post of CDO or Chief Technology Officer (CTO), in charge of: Monitoring novel technologies and evaluating their capacity to develop into novel services or products; Supervising research venture selection…
Barwa, T. M. (n.d.). The Effectiveness of Position Analysis Questionnaires (PAQ) in Performance Appraisal Systems . Institute of Management Specialists.
DHMRI. (n.d.). Chief Business Development Position . Retrieved from DHMRI: http://dhmri.org/assets/DHMRIJobDescrip-CBDO.pdf
Mishra, D. (2013). Subway Customer Loyalty and Evaluating Marketing Strategies. Journal of Business Management & Social Sciences Research, 17-30.
Smith, R. D. (2002). The Role of the Chief Technology Officer in Strategic Innovation, Project Execution, and Mentoring.
I will also have the tutor critique the first drafts of documents I prepare and have them review my final versions. I would also like for my tutor/coach to observe me an a couple of meetings and have them offer suggestions for improvement.
Development Plan: Dealing with Operating Problems
I believe the collaborative approach I outlined above will help in identifying operational problems during the planning process and provide an early warning where handoff with in the implementation process may not go smoothly. As part of my discussions with cross-function partners will be the development of contingency plans in case any anticipated problem do arise. I will schedule a weekly meeting with all the cross-function leads, including any important suppliers and vendors, to access how things are going, early identification of any suspected problems, work to determine possible solutions and understand how the solution will impact all functional areas.
Schedule a meeting with tutor/coach for feedback and to determine future plans
To measure my improvement, retake the AccuVision assessment at the end of the spring 2011 semester.
"Performance Management" and "People Performance"
Performance Management and People
"Performance Management" and "People Performance"
The purpose of this paper is to discuss and critically evaluate the Performance Management model by Michael Armstrong and People Performance model by John Purcell. The paper starts with an ample introduction and significance of the employee performance management practices and proceeds by discussing the various concepts and strategies which are incorporated by business organizations all over the world. The major focus of the paper is to discuss the implications of these models for the success and prosperity of an organization. The main body of the paper discusses these models from a critical perspective and explains their major components in detail.
The most important strategies which are recommended by Performance Management model include performance appraisal and reviews, training and skills development, Management by Objectives (MBO), the techniques to manage the low performers,…
Armstrong. M, 2012, Armstrong's Handbook of Human Resource Management Practice, 12th edition. U.S.: Kogan Page
Becker, B. & Gerhart, B. 1996, "The impact of human resource management on organisational performance: Progress and prospects," Academy of Management Journal, 39 (4): 779-801.
Becker, B. & Huselid, M. 2006, "Strategic Human Resources Management: Where do we go from here?," Journal of Management, 32 (6): 898-925.
Boselie, P., Dietz, G., & Boon, C. 2005, "Commonalities and contradictions in HRM and performance research," Human Resource Management Journal, 15 (3): 67-94.