...Student Name: Student ID: Group: n/a Date: 29/10/13 Assessment Coding Assessment of this program of study is based on competency based principles. S = Satisfactory NS = Not Satisfactory Students who fail to perform satisfactorily for the assessment in the prescribed date may be assessed as ‘not satisfactory’. You are required to be assessed as ‘Satisfactory’ on completion of Assessments assigned by your assessor for this unit of competency. Re-assessment Any re-assessment is conducted as soon as practicable after you have been informed of the requirement to be re-assessed and have been given the opportunity to be re-trained and assimilate the training. You are re-assessed in only the areas assessed NS. It is at the assessor/s discretion to re-assess the entire assessment should it be demonstrated an overall understanding of this unit has not been achieved. Students that are assessed “satisfactory” after re-assessment of areas deemed NS will achieve competency for this assignment. |I acknowledge the assessment process has been explained and agree to undertake assessment. I am aware of Careers Australia’s appeals | |process, should the need arise. I also understand that I must be assessed as ‘satisfactory’ in all parts of the assessment to gain a | |competent result for this unit of competency. I declare that the work contained in this assessment is my own, except where acknowledgement of| |sources is made...
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...available at ScienceDirect The Leadership Quarterly j o u r n a l h o m e p a g e : w w w. e l s ev i e r. c o m / l o c a t e / l e a q u a Do transformational leaders enhance their followers' daily work engagement? Maria Tims ⁎, Arnold B. Bakker, Despoina Xanthopoulou Erasmus University Rotterdam, Institute of Psychology, Department of Work and Organizational Psychology, Rotterdam, The Netherlands a r t i c l e i n f o Available online 2 February 2011 Keywords: Diary study Personal resources Transformational leadership Work engagement a b s t r a c t This diary study investigated whether and how supervisors' leadership style influences followers' daily work engagement. On the basis of leadership theories and the job demands–resources model, we predicted that a transformational leadership style enhances employees' work engagement through the mediation of self-efficacy and optimism, on a day-to-day basis. Fortytwo employees first filled in a general questionnaire, and then a diary survey over five consecutive workdays. The results of multilevel analyses offered partial support for our hypotheses. Daily transformational leadership related positively to employees' daily engagement, and day-levels of optimism fully mediated this relationship. However, daily self-efficacy did not act as a mediator. These findings expand theory and previous research by illuminating the role of transformational leaders in fostering employee work engagement. © 2010 Elsevier...
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...“All coaching is, is taking a player where he can’t take himself,” is a quote by Bill Mccartney that relates to the relationship between Arnold Junior and his basketball coach in The Absolutely True Diary of a Part-Time Indian by Sherman Alexie. Even though Junior had only known his coach for a short amount of time, he has changed his outlook on his life in a positive way. Coach helped push him past the expectations people have for a reservation Indian. They have an important relationship because he teaches Junior he is more capable than he thinks and boosts his self confidence. If Junior had not connected with Coach he would not have had a positive outlook on his basketball skills and future. “Coach was thinking I would be an all-state player in a few years. He was thinking maybe I’d play some college ball. It was crazy. How often does a reservation Indian kid here that? How often do you hear the words “Indian” and “college” in the same sentence?”(180) Is a quote from the novel that proves how much Coach believes in Junior despite the fact he is Indian, and the way he thinks about him and his potential does not change. His words prove that he is different than other white people and help Junior believe in himself. “You’re starting tonight. And you’re going to guard Rowdy. The whole game. He’s your man. You have to stop him. If you stop him, we win this game....
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...of resources : human intelligence ! Authority will be increasingly challenged B. HRM trends Some key challenges : ! demographics (talent shortage, ageing population, changing family patterns, diversity) ! economics (health costs, retirement costs, demand for qualified workers, M&As) ! globalisation (off shoring, uniformisation of labour standards, CSR & NGO, safety & security) ! technology (knowledge management, eLearning, protection of intangible assets) C. Strategic Human Resource Management Analysing work & designing jobs A. Job Analysis ! systematic gathering and organization of information concerning jobs : tasks / duties / responsibility You do this job analysis with : questionnaires, interviews, direct observation, and logs or diaries. The uses of job analysis : legal, recruiting, selection, performance, compensation, training, career dvpt. B. Job description ! document that identifies and defines a job in terms of its tasks, duties, responsibilities, working conditions, specifications. - Identification information : non-discrimination / up-dated / agreed - Job summary - Job duties and responsibilities - Job specifications and qualifications C. Types of employment Standard contract / Flexible contract Florent Malbranche © ! EDHEC BUSINESS SCHOOL 2010/1011 Human resource management! page 2 / 8 Training & Employee Development Training = process of providing employees with specific skills or knowledge in order to help them to improve their job efficiency and their...
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...Group B Performance Management & Appraisal Performance Management and Appraisal Submitted to: Md. Abu Bakar Siddique Adjunct Faculty, School of Business Studies Southeast University Submitted by: Name | ID | Batch | Section | A. N. M. Sadiqur Rahman | 2015010004080 | 20th | C | Mazidul Hoque | 2014210004060 | 19th | C | Ranajit Chowdhury | 2014010002005 | 36th | C | Muhammad Atiq Ullah | 2011110002006 | 28th | C | | | | | Course Title: Human Resource Management and Practices Course Code: HRM 5186 Date: April 13, 2015 Letter of Transmittal April 13, 2015 Md. Abu Bakar Siddique Adjunct Faculty, School of Business Studies Southeast University Subject: Submission of the assignment on “Performance Management and Appraisal” Dear Sir, It is a great pleasure and honor to us to submit the assignment on “Performance Management and Appraisal.” In this assignment, we have tried to describe the performance management and appraisal system theoretically. We have prepared this assignment in a details format with adequate information search and to prepare an effective & creditable assignment, we have tried our level best to conduct this in a professional manner. We have found the study to be quite interesting, beneficial, & insightful. We hope that you will find this assignment worth of all the labor we have put in it. We welcome your entire query & take pride to answer them. Thanking You. On behave of Group B A. N. M. Sadiqur Rahman ID: 2015010004080...
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...not solely smart for workers of a company, it’s smart for CEOs of the company as a result of knowing what harassment is and having policies in place for preventing and addressing it as it’ll prevent plenty of headaches and expensive lawsuits. Harassment is prosecuted underneath identical federal laws accustomed prosecute employers for race and non-secular discrimination, therefore it should be taken seriously. What Is Sexual Harassment? Sexual harassment is some unwelcome sexual advance or conduct on the duty that makes a daunting, hostile or offensive workplace. Whether or not one thing is offensive is judged by asking whether a sensible person ought to endure the conduct in question. Sexual harassment can take several forms, here are some common examples, * A male worker creating critical comments concerning the length of a female coworker’s skirt. * Employees hanging out at common areas telling sexually explicit jokes. * A worker directing any other worker an email that uses suggestive or overt language. * A boss referring to his secretary in a sexist and undignified method. * A supervisor implying that to urge a raise, a coworker must sleep with him. * An employee groping another coworker. Who can experience Sexual Harassment? There is a standard thought that solely girls are often sexually displeased by men. To the contrary, harassment is gender-neutral and ladies will even as simply sexually harass men. In exercise, however, it's most typical for girls to file harassment complaints...
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...LESSON ONE (1) Evaluate the benefits of self-managed learning to the individual and organization Self Managed Learning or SML as its normally called is more about taking responsibility for decisions like; • What to Learn • How to Learn • When to Learn • Where to Learn. The most fundamental questions that stimulate the above mentioned question is "Why Learn", this is where a link between personal development and organizational development could be established. So what does SML do for Individuals and what does it do for Organizations. Benefits of self-managed learning to the individual Starting with the individual, SML creates value for learning among individuals, • self actualisation • Learning brings a constant feeling of development among individuals and that is directly linked to being able to advance in career (job promotions) • increased job satisfaction • help them take on board their weaknesses, and how they can get over them, • it help achieve increased level of self-confidence among participants due to the ability to acquire new skills, • help creates ability to work more effectively with the colleagues. • its a place where individuals could be more open about their issues and achieve a constructive feedback and most importantly • individuals set their targets assessing their own shortcomings. Benefits of self-managed learning to the Organisation What does SML has to offer the...
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...THE LEADERSHIP TRAINING ACTIVITY BOOK 50 Exercises for Building Effective Leaders LOIS B. HART, Ed.D. CHARLOTTE S. WAISMAN, Ph.D. AMACOM AMERICAN MANAGEMENT ASSOCIATION New York | Atlanta | Brussels Chicago | Mexico City | San Francisco Shanghai | Tokyo | Toronto | Washington, D. C. Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Hart, Lois Borland. The leadership training activity book / Lois B. Hart, Charlotte S. Waisman ; foreword by James M. Kouzes. p. cm. Includes index. ISBN 0-8144-7262-1 1. Leadership—Study and teaching—Activity programs. I. Waisman, Charlotte S. II. Title. HD57.7.H383 2005 658.4′092—dc22 2004019036 © 2005 by Lois B. Hart and Charlotte S. Waisman All rights reserved. Printed in the United States of America...
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...organisation's objectives and entails specifying those activities and outcomes that will result in the firm successfully implementing the strategy (Noe et al. 2000, p.55). An effective Performance Management process establishes the groundwork for excellence by: * Linking individual employee objectives with the organisation's mission and strategic plans. The employee has a clear concept on how they contribute to the achievement the overall business objective, * Focusing on setting clear performance objectives and expectations through the use of results, actions and behaviours, * Defining clear development plans as part of the process, and * Conducting regular discussions throughout the performance cycle which include such things as coaching, mentoring, feedback and assessment. Performance appraisal properly describes a process of judging past performance and not measuring that performance against clear and agreed...
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...September 2012 Managing People and Performance Assignment Student ID#: 82081035 Word Count: 4779 Managing People and Performance Assignment brief Provide a very short introduction to your organisation, and your role, to provide a context for your assignment. Based on your own organisation (or part of the organisation): a) Identify, with justification, a critical issue relating to people that impact on effective performance within the organisation. In justifying your chosen issue, you should analyse the organisational context using the course materials to show how the issue has arisen, and the impact that it has. (40% of the marks) b) Based on your analysis, develop your recommendations and an outline plan to address the issue to improve organisational performance with clear justification for your proposed approach. (20% of the marks) c) Identify the benefits that you expect to achieve from your recommendations and how these might be measured to know if the benefits have been achieved. Include theories and models from the course materials to support your expectations of the potential benefits. Also identify any major risks that might jeopardise the success of your recommendations. (30% of the marks) d) You should finish your assignment with a reflective statement that includes: – how insights from your elective pathway have influenced your choice of issue and impact on your analysis, recommendations and expected outcomes or your thinking about managing people – the value...
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... How Should We Provide Feedback? Preparation Time and Place Questioning Non-Verbal State Facts Clearly Honesty Consistency Handling Difficult Situations o Defensiveness o Disagreement o Apathy o Anger Chance to Respond Active Listening o Tips for Active Listening Summary MAKING A TIME TO REVIEW PERFORMANCE Preparing Team Member Input Conducting the Discussion Closing the Discussion After the Interview Common Problems with Formal Appraisal Skills a Manager Needs for Effective Performance Review DISCUSSING PERFORMANCE CONCERNS “I’d like a Word with You” – the “Discipline” Interview Investigation and Disciplinary Procedures INTRODUCTION Effectively providing feedback or coaching performance occurs when an employee and manager work together to ensure a good job is done and results are achieved. This is achieved when both know what to do and how well to do it. It provides additional opportunity for communication between managers and employees but in no way replaces the need for effective day to day communication and management. The principle behind any performance management process is that giving feedback is crucial to working with people as it is an essential element of learning. Feedback motivates people by giving them a sense of achievement when it is positive, and provides an opportunity to improve any shortcomings when it is not. Effective feedback can improve performance and commitment. The characteristics...
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...VProfessional Former IT Director Addleshaw Goddard and Eversheds ‘This is a book that presents an often complex topic in a logical, easy to read and readily digestible way that is immediately useful to anyone busy setting up their business. In particular the clear, concise chapters and subsections allow the reader to easily identify and focus on a particular area of interest, without having necessarily to read the entire book in one go. It can therefore be used informally as a ‘‘user manual’’ or as a formal, technical book. If you are setting up – or are thinking about setting up – a coaching business, or for that matter any other small business, I recommend it – highly.’ ADRIAN OLSEN | Managing Director and Head of Global Project Finance Bank of Ireland Corporate Banking ‘I would readily recommend this book to anyone thinking of setting up their own business, whether or not it is in the field of coaching. It covers the whole spectrum of what it takes to organise and run your own enterprise. The book is both a reference and a learning tool that takes you through the process of understanding everything about setting up your practice and also your own motivations for doing so. By posing a series of key...
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...UNIT 13 http://www.colbournecollege.com/files/MAN_100_LESSON_1-7.pdf MAN 100 Personal and Professional Development WEEK 1- 7 LECTURE NOTES Learning Outcome: Understand how self-managed learning can enhance lifelong development Learning Objectives: WEEK ONE Self-managed learning: self-initiation of learning processes; clear goal setting, eg aims and requirements, personal orientation achievement goals, dates for achievement, self-reflection WEEK TWO Learning styles: personal preferences; activist; pragmatist; theorist; reflector, eg reflexive modernisation theory; Kolb‘s learning cycle WEEK THREE Approaches: learning through research; learning from others, eg mentoring/coaching, seminars, conferences, secondments, interviews, use of the internet, social networks, use of bulletin boards, news groups WEEK FOUR Effective learning: skills of personal assessment; planning, organisation and evaluation WEEK FIVE & WEEK SIX Lifelong learning: self-directed learning; continuing professional development; linking higher education with industry, further education, Recognition of Prior Learning, Apprenticeships, Credit Accumulation and Transfer Schemes WEEK SEVEN Assessment of learning: improved ability range with personal learning; evidence of improved levels of skill; feedback from others; learning achievements and disappointments Self-managed learning: Self-initiation of learning processes 2 What is Self Managed Learning? Self Managed Learning (SML) is about individuals...
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...Improving Compliance to Treatment Plan in DM Patients Table of Contents Problem Identification 3 Literature Review 5 Critical Analysis and Evaluation of Literature 6 Formulation of Intervention Protocol for Clinical Problem 12 Proposed Intervention 12 Outcomes and Associated Evaluation Criteria 13 References 15 Appendix: Table 18 Improving Compliance to Treatment Plan in DM Patients INTRODUCTION The Centers for Disease Control and Prevention (CDC) (2011) identified diabetes mellitus (DM) as a major public health disorder in the United States that results in one’s shortage of insulin or...
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...or if the human resource department is new is performing job analysis. Job analysis is the procedure in which companies determine the duties of each job and the types of people each job requires. Job analysis is conducted using a few different types of method, the first and most effective is to hand out a survey to employees. These surveys include a checklist that each employee goes through and checks off the tasks they perform on a day to day basis, and how much time is spent on each task they perform. The down side to collecting checklists is that individual employees look at them as an evaluation. The evaluation feel makes employees lie about tasks in order to create job security for themselves. The second is to have employees keep a diary or log throughout any given work day or week. These logs contain the tasks completed, what the task entailed them to do mentally or physically, and the amount of time it took the employee to do each task. This method like the checklist also has an evaluation feel, and once again employees can lie...
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