...Performance Review Takes a Page from Facebook HRM500 – HR Management Foundations May 12, 2013 Today’s workforce has evolved just as technology. The dynamics of the labor force consist of generational differences. These differences can support organizational success as well as cause its failure. What constitutes as a productive workforce are the tools provided by the employer. Performance management systems have become essential to the development, productivity and retention of top producers. It is imperative that employers understand the needs and listen to the concerns of their employees. The old way of conducting performance appraisals are no longer efficient because they are seen as outdated and cumbersome. Organizations should use technology especially the widespread acceptance of social networking as their new found way to communicate and provide feedback. This style of communication promotes comradery, supports inclusion and allows managers to perform better. It also supports the notion of 360 degree feedback but also provides the entire workforce an outlet to recognize accomplishment and seek guidance. I will attempt to explain and show how social media network performance systems are beneficial to the organization and their employees. Keywords: Social network, performance management, communication, generational workforce. Performance Review Takes a Page from Facebook Agree or disagree with this statement and provide reasons for your response....
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...Determine how innovations in employee benefits can improve the overall competitive compensation strategy of the organization. Business leaders charged to remain competitive within their industries are discovering a corresponding need to develop and implement programs to develop the competitiveness of their employees within their fields. They are discovering that in order to attract and keep the best employees, they will have to offer these employees opportunities for educational and vocational development that address the need to remain relevant and aggressive in pursuing their career goals. The main objective of compensation strategy is to provide or create an optimal and significant rewards package in anticipation of enticing and rewarding certain employee behaviors. When developing or making improvements to employee benefit programs, companies should compare the benefit packages to competitors. The best benefits are the ones desired by the workforce and are competitive in the marketplace. Compensation strategy can reinforce the organizational culture that the company desires to promote. In the public sector, many aspects of employee compensation is governed by legislation. In most cases, there is not much room for innovative ideas in formulating compensation strategy. When making improvements to your employee benefits it gives you the upper hand in attracting talented employees. Whereas many companies develop a plan and sticks to it, it causes employees to begin to feel...
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...Perception & Impression Management Perception: Meaning and Definition Perception is the process of receiving information about and making sense of the world around us. It involves deciding which information to notice, how to categorize this information, and how to interpret it within the framework of our existing knowledge and experience. Perception includes all those processes by which an individual receives information about the environment-seeing, hearing, feeling, tasting and smelling. The study of these perceptual processes shows that their functioning is affected by three classes of variables : the object or event is being perceived, the environment in which the perception occurs, and the individual doing the perceiving. Perception and Behaviour at Work Perception is a complex cognitive process which in sum, is a unique interpretation of a situation not an exact recording of it. It may reveal a picture of the world which is different from reality. Recognition of difference between the perceptual world and the real world is vital to the study of Behaviour at Work. Specific Applications of Perceptions in Organization: * In an interview-selection of the candidate, * Hiring of new employees to the Organization * To note down the realistic job expectations. * Performance Appraisal of the employee * Assessing the employee loyal to the Organization made by the Managers * Creating Favourable impressions about the Organization, employee as well...
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...Perception & Impression Management Perception: Meaning and Definition Perception is the process of receiving information about and making sense of the world around us. It involves deciding which information to notice, how to categorize this information, and how to interpret it within the framework of our existing knowledge and experience. Perception includes all those processes by which an individual receives information about the environment-seeing, hearing, feeling, tasting and smelling. The study of these perceptual processes shows that their functioning is affected by three classes of variables : the object or event is being perceived, the environment in which the perception occurs, and the individual doing the perceiving. Perception and Behaviour at Work Perception is a complex cognitive process which in sum, is a unique interpretation of a situation not an exact recording of it. It may reveal a picture of the world which is different from reality. Recognition of difference between the perceptual world and the real world is vital to the study of Behaviour at Work. Specific Applications of Perceptions in Organization: * In an interview-selection of the candidate, * Hiring of new employees to the Organization * To note down the realistic job expectations. * Performance Appraisal of the employee * Assessing the employee loyal to the Organization made by the Managers * Creating Favourable impressions about the Organization, employee as well...
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...International human resource management (IHRM) is concerned with identifying and understanding how multinational organisations (MNC’s) manage their geographically dispersed workforce in order to sustain their competitive advantage. Literature shows that globalisation has brought about new challenges and increased complexity for human resource (HR) directors in managing organisational systems in areas of recruitment and selection and training and development (Kayworth and Leidner, 2000; Selmer, 2001; O’Leary, Cummings, 2002). Geographical dispersion has created trends correlated with several challenges IHR managers face when dealing with the global environment. These include issues associated with the Internet, time zones and employee isolation. Being in contact with different geographic locations leads IHR managers to do business with employees of different nationalities and cultures. The challenge for IHR managers is to avoid culture clashes and adequately prepare unit members, specifically expatriates, on adapting in a foreign environment (Tung, 1987; Selmer, 2001; Chauh, Hoffman, Jones and Williams, 2007). This essay will discuss these challenges in relation to IHR directors designing recruitment and selection processes and training and development programs. The essay will also describe briefly the challenges IHRM come across as a result of pressure to rationalise and differentiate their operations, and explain how these challenges prove IHRM to be more complicated than the...
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...Organizational Behavior An Evidence-Based Approach Twelfth Edition Fred Luthans George Holmes Distinguished Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research Methodology to Determine Valid Evidence...
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...Organizational Behavior An Evidence-Based Approach Twelfth Edition Fred Luthans George Holmes Distinguished Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research...
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...MIS (Spring 2007) Information Systems Theory and Practice Professor: Professor Jason C.H. Chen, Ph.d. Class time: Tuesday (February 27 – June 16) E-mail: chen@jepson.gonzaga.edu URL: http://barney.gonzaga.edu/~chen Office: to be announced Office hour: to be announced and by appointment Required text: 1. Pearlson, K.E. and Saunders, C.S, Managing and Using Information Systems, Wiley, 2006 (3nd edition) 2. A package of Harvard Business School Case Studies Additional Readings and Cases: Class handouts as needed. Course Description and Goals This course is designed to provide the current and future managers with understanding and appreciation of the issues that are related to the organization’s information technology assets. The course is not to educate technical specialists, rather, it is to give students a managerial perspective on the use of, design of, and evaluations of information systems that exist in organizations today. The objective of this course is to prepare students to manage information services in both today’s and tomorrow’s environment with its managerial, social, political, ethical and global issues. Conduct of the Course All students are expected to read the assigned materials (text, end-of-chapter discussion board questions (DBQ) and Harvard Business School case studies- HBC) before coming to the class. Some days we will discuss the materials in the text book. You are expected to be prepared...
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...EXECUTIVE SUMMARY This Report will detail my concept of how to create the ideal HR department for the ______________________as it pertains to the specific and unique needs of ¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬¬-_________________, and how to make __________________ “great place to work.” HR Competencies Given that the nature of the work performed by ¬_________________ is independent and not collaborative in nature, it is well-suited to teleworking. When questions do arise or input is requested, it is done through email. It is not necessary that any of that work be conducted in the physical office of _______________________. Telecommuting and virtual offices benefit the company and the employee. As Pomeroy (2007) pointed out, companies can waste enormous amounts of financial resources on “unused space.” When employees are not sitting at their desks, that empty space is dead and expensive real estate. While every employee in ¬_________________ had their own desk, desktop computer, office space and land-line phone, only 3-5 were in the office on any give work day. -_________________, paid rent on the building, bought office furniture, paid utilities, purchased desktop computers, and incurred many other overhead expenses assuming everyone would be using the space on the daily basis. It would have been far cheaper to rent less office space to house support staff, have available “day use” offices for employees to use on those occasions when they wanted to work in the office and conference...
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...Objectives 1. Define human relations and determine why its study is important. 2. Summarize early studies that laid the groundwork for understanding employee motivation. 3. Compare and contrast the human-relations theories of Abraham Maslow and Frederick Herzberg. 4. Investigate various theories of motivation, including Theories X, Y, and Z; equity theory; and expectancy theory. 5. Describe some of the strategies that managers use to motivate employees. 6. Critique a business’s program for motivating its sales force. Key Terms and Definitions |behavior modification |Changing behavior and encouraging appropriate actions by relating the consequences of behavior to | | |behavior itself. | |classical theory of motivation |A theory that suggests that money is the sole motivator for workers. | |compressed workweek |A four-day (or shorter) period in which an employee works 40 hours. | |equity theory |An assumption that how much people are willing to contribute to an organization depends on their | | |assessment of the fairness, or equity, of the rewards they will receive in exchange. | |esteem needs |The need for respect—both self-respect and respect...
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...DIRECTOR SENIOR DESIGNER SENIOR PRODUCTION EDITOR SENIOR MEDIA EDITOR PRODUCTION MANAGEMENT SERVICES This book is printed on acid-free paper. Don Fowley Beth Lang Golub Lyle Curry Carly DeCandia Harry Nolan Kevin Murphy Patricia McFadden Lauren Sapira Pine Tree Composition Copyright 2010 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201) 748-6011, fax (201) 748-6008, website www.wiley.com/go/permissions. To order books or for customer service please, call 1-800-CALL WILEY (225-5945). ISBN 978-0-470-34381-4 Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 Preface Information technology and business are becoming inextricably interwoven. I don’t think anybody can talk meaningfully about one without the talking about the other.1 Bill Gates Microsoft I’m not hiring MBA students for the technology you...
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...DIRECTOR SENIOR DESIGNER SENIOR PRODUCTION EDITOR SENIOR MEDIA EDITOR PRODUCTION MANAGEMENT SERVICES This book is printed on acid-free paper. Don Fowley Beth Lang Golub Lyle Curry Carly DeCandia Harry Nolan Kevin Murphy Patricia McFadden Lauren Sapira Pine Tree Composition Copyright 2010 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201) 748-6011, fax (201) 748-6008, website www.wiley.com/go/permissions. To order books or for customer service please, call 1-800-CALL WILEY (225-5945). ISBN 978-0-470-34381-4 Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 Preface Information technology and business are becoming inextricably interwoven. I don’t think anybody can talk meaningfully about one without the talking about the other.1 Bill Gates Microsoft I’m not hiring MBA students for the technology you...
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...SENIOR DESIGNER SENIOR PRODUCTION EDITOR SENIOR MEDIA EDITOR PRODUCTION MANAGEMENT SERVICES Don Fowley Beth Lang Golub Lyle Curry Carly DeCandia Harry Nolan Kevin Murphy Patricia McFadden Lauren Sapira Pine Tree Composition This book is printed on acid-free paper. Copyright 2010 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201) 748-6011, fax (201) 748-6008, website www.wiley.com/go/permissions. To order books or for customer service please, call 1-800-CALL WILEY (225-5945). ISBN 978-0-470-34381-4 Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 Preface Information technology and business are becoming inextricably interwoven. I don’t think anybody can talk meaningfully about one without the talking about the other.1 Bill Gates Microsoft I’m not hiring MBA students for...
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...WHAT IS GLOBALIZATION? Four Possible Answers Simon Reich Working Paper #261 – December 1998 Simon Reich holds appointments as a Professor at the Graduate School of Public and International Affairs and in the Department of Political Science at the University of Pittsburgh. In fall 1997 he was a Visiting Fellow at the Kellogg Institute. His publications include The Fruits of Fascism: Postwar Prosperity in Historical Perspective and The German Predicament: Memory and Power in the New Europe (with Andrei S. Markovits) both published by Cornell University Press. His most recent coauthored book is The Myth of the Global Corporation (Princeton University Press, 1998). Reich has also published many book chapters and articles in journals such as International Organization, International Interactions, The Review of International Political Economy, and German Politics and Society. He has received fellowships from the Sloan Foundation and the Kellogg Institute and was awarded an International Affairs Fellowship from the Council on Foreign Relations. His current work is on the issue of the definitions and central propositions of globalization. This paper was written during my stay at the Kellogg Institute. I wish to express my appreciation to the fellows and staff of the Institute for all their help on this project, notably to Scott Mainwaring who is now director of the Institute. Introduction The end of the Cold War provided a major shock for scholars of politics and policy in at...
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... 1. Define organizations and describe their basic characteristics. Organization – social inventions for accomplishing common goals through group effort. * Social inventions – coordinated presence of people or a group of people * Goal accomplishment * Group effort – organizations depend on interaction and coordination among people to accomplish their goals. * Organizations are social inventions for accomplishing common goals through group efforts. 2. Explain the concept of organizational behaviour and describe the goals of the field. Organizational Behaviour – the attitudes and behaviours of individuals and groups in organizations. * The field of organizational behaviour is about understanding people and managing them to work effectively. * The field of organizational behaviour is concerned with how organizations can survive and adapt to change. i. Certain behaviours are necessary for survival and adaptation: 1. they have to be motivated to join and remain in the organization; 2. carry out their basic work reliably, in terms of productivity, quality, and service; 3. be flexible to continuously learn and upgrade their knowledge and skills; and 4. be flexible and innovative. * The field of organizational behaviour is concerned with how to get people to practice effective teamwork. * The field of organizational behaviour is concerned...
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