...HROB 2100 Selecting, Retaining, and Motivating Employees Within the Workplace The topic of human resource and understanding organizational behaviors has been becoming more and more relevant, important, and crucial to the underlying success of a business. That is why more and more businesses today are adapting and implementing the practice of HR programs and organizational behaviors. Expanding on the thought of HR programs and organizational behaviors, they both stem from the managerial position and each managerial position within a business is responsible for integrating and incorporating these HR and OB theories and practices. As a manager, you would integrate both of these theories and create a foundation that becomes a guideline to be based on selecting, retaining, and motivating your employees. However before these guidelines are made, they are all determined and influenced by the company’s particular structure, culture, and strategy, which is different for all businesses and an example of this can be found virtually in any business operation. Therefore if I were the manager of a business the matters of selecting, retaining, and motivating employees would depend on the type of business I was working for, their specific culture, structure, and strategy. For example Hoover (2009) Disney is the world’s second largest conglomerate and only second to Time Warner’s (p.1-2), which easily affirms and attests to the success of their business, when you look at a business like...
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...of a successful business. Ranging from, what a manager does to what’s expected of them and how they factor in to a business’s planning and organisational structure. Role of Management The role of management within a business is largely dependent on the type of business. Small businesses are likely to have what is called a “flat structure” where employees have more than one role or skill and can take over duties from another employee if needs be. Flat structures are especially popular with new businesses or “start-ups” where there are often people who have experience in the industry but are new to management. The Flat structure allows them to get hands on and build their business quickly, without going through a hierarchical structure. Larger businesses, typically corporations, use a tall structure. This management style puts emphasis on the individual skills of employees and co-ordinating employees together in teams to complete tasks. The tall structure caters towards employees who have specialist skills to complete large tasks which couldn’t be accomplished otherwise. Within a tall structure there is a larger emphasis on performance than there would be in a flat structure. Depending on the structure the style of the business, management will vary, however, outside of these structures there are common elements which are the basis for all forms of management; Planning Whether the business is a corner shop or an international conglomerate, good planning is the key to success...
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...should understand. Employees that are positively motivated will have higher levels of productivity; whereas employees with lower levels of motivation and job satisfaction may produce less. “Motivation can be achieved through various means, including equality, positive reinforcement, discipline and punishment among others” (Smith, 2010). Managers should be aware of their employees’ needs in order to fulfill them. There are some motivational theories that can help managers identify needs and how to motivate their employees effectively. Some of these motivational theories are based on employee drives, others are based on employee needs, and others are based on behavior. However, the major source of motivation is reward systems. Employees can be rewarded in many ways; some include incentives that are linked with performance, wage incentives, profit sharing, gain sharing, and skill-base pay. Work motivation is defined by Newstrom (2011) as “the result of a set of internal and external forces that cause an employee to choose an appropriate course of action and engage in certain behaviors.” The motivation and the behavior are expected to be positive and towards achieving organizational goals; managers should be interested in three elements of the behavior: the direction, level of effort, and persistence of the behavior (Newstrom, 2011). To make and maintain employees motivated managers should pay attention and be aware of the needs and drives of the employees. Drives are strong...
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...like to establish a pay-for-performance system. What does this mean to the Utley management? Changing to a pay-for-performance plan would mean disadvantages and advantages for Utley management. One advantage of implementing this program is that it could fix the suspicion and mistrust in the organization, because the employees have more control over their salary increases. Employees have power over their increases, because the better they perform, the higher their increases will be. The previous plan made employees feel as if they had no power, because they were not included in the performance appraisals, which means they were not given feedback on they would improve. With a new plan in place, the suspicions of employees are reduced, because they are included in performance appraisals. Changing to the pay-for-performance plan means recognizing individual performance, unlimited compensation and better retention, increasing productivity and lowering production costs, motivating performance at the individual, group, and organizational levels, and drive employees to work hard and more efficiently. Of course, there are also disadvantages in the pay-for-performance plan, such as employees may complain if problems with equipments or items out of their control get in the way of employee productivity resulting in lower performance levels. You also may attract employees who are interested in compensation, rather than increasing productivity and performance the business. Another advantage...
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...Performance Appraisal Performance appraisals are formal reviews of a subordinate's work performance by a supervisor. They are preformed to identify strengths and weaknesses as well as to discuss areas of improvement. “The process of appraising employee performance can be both time-consuming and stressful. These difficulties are compounded if the appraisal system is poorly developed or if a supervisor lacks the appropriate training to collect and evaluate performance data” (Milkovich and Newman, 2004, ch. 11, p. 80). Kudler Fine Foods needs to create a way to evaluate the employee’s performance. This paper will create a performance appraisal for the employees and help supervisors determine salary increase. Each job classification will be defined with competencies or skills. The competencies assigned to each job classification for Kudler Foods will be assigned a rating scale from one (lowest) to five (highest). The supervisor will sit with the employee and will rate each competency from one to five depending on the performance level of each employee. The rating of each competency will be multiplied with the weights and a score generated for each competency. The total weights for each position add up to one. When the five scores are added together, a composite score will be generated which will range from one (minimum) to give (maximum). The supervisor will then decide which score level will receive what salary increases. For instance the supervisor may decide that those workers...
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...should understand. Employees that are positively motivated will have higher levels of productivity; whereas employees with lower levels of motivation and job satisfaction may produce less. “Motivation can be achieved through various means, including equality, positive reinforcement, discipline and punishment among others” (Smith, 2010). Managers should be aware of their employees’ needs in order to fulfill them. There are some motivational theories that can help managers identify needs and how to motivate their employees effectively. Some of these motivational theories are based on employee drives, others are based on employee needs, and others are based on behavior. However, the major source of motivation is reward systems. Employees can be rewarded in many ways; some include incentives that are linked with performance, wage incentives, profit sharing, gain sharing, and skill-base pay. Work motivation is defined by Newstrom (2011) as “the result of a set of internal and external forces that cause an employee to choose an appropriate course of action and engage in certain behaviors.” The motivation and the behavior are expected to be positive and towards achieving organizational goals; managers should be interested in three elements of the behavior: the direction, level of effort, and persistence of the behavior (Newstrom, 2011). To make and maintain employees motivated managers should pay attention and be aware of the needs and drives of the employees. Drives are strong...
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...Performance Appraisal Tiffany Heidenescher BUS 303 Human Resources Management Instructor: David Amisano March 3, 2014 According to the text, performance appraisal is the process through which employee performance is retrieved and criticism and/or remedial action plans are put into place in order to help make the employees work more effectively. (Youssef, 2012) There are many effective appraisal processes that help to evaluate and motivate a company’s most valuable assets (employees), and when used consistently a company or organization flourishes while retaining their best talented and skilled assets. Although the main reason for performance appraisals is to evaluate work performance, it is also important because it represents the effectiveness and goals that the organization has set and want to achieve through their employees. Organizations use performance appraisal for many other purposes as well such as; managing salaries and wages, providing communication points of strength and weaknesses, to determine job placement decisions, and also to justify disciplinary actions such as termination of an employee due to poor continued work performance. (Youssef, 2012) Without performance appraisals the everyday job that one does starts to become stagnant and monotonous and the employee has no sense of accomplishment. They also lose interest in increasing effectiveness if no one seems to care whether you’re doing a good job or are in need of areas of improvement. Keeping employees...
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...Performance Management Name Institution Introduction In the past, various studies have been conducted regarding the ways of improving performance in the workplace. Traditionally, the efforts have been geared towards the level of performance at an individual level with others examining the output of the team as well. They did that even though most of the researchers based their consideration towards the important aspect of performance appraisal. However, the traditional view ignored the fact that if the individual performance were improved, then the overall organization would record significantly improved results in the end. It is because the output of the individual contributed to the firm-level results as well. As such, the literature review conducted in the past concluded that most of the organizations had not discovered this direct link of improving performance. Rather, most human resource professionals concentrated on ways of improving firm level performance as a whole but not on individual basis. Therefore, it was important to examine the various applicable methods that could be adopted by different organizations to improve performance. Additionally, the aspect of measuring the individual performance could contribute towards improving the overall output of the team. If the individual is measured using an absolute parameter, then it would motivate them to achieve higher results and exceeds the expectations of the organization. The paper discusses...
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...Signature | | Learning Outcomes | 1 Know the factors that are involved in human resource planning in organisations2 Know how organisations motivate employees3 Understand how to gain committed employee cooperation4 Understand the importance of managing employee performance at work. | Issued | | Date | | Submission Date | | Received By | | Review Period | | | | | Progress of the student | | | Date / Signature | | UNIT DESCRIPTION Human resource management is a dynamic activity in any organisation as it takes place against a changing economic, technical, legal and social background. It is important for learners to appreciate that effective human resource management means getting the best out of the people who work for an organisation in order to ensure the organisation fulfils its purposes, whether it is a football club winning the premiership, or a hospital increasing the success rates for medical operations. Many organisations say that their employees are their most valuable resource because of their skills, knowledge and attitudes. As labour is both an expensive and valuable resource, it is important to ensure it is planned and that the best value is obtained from employees contributions. Human resource managers have to plan their human resource requirements against a background of internal and external factors which are dynamic and constantly changing. The first part of this unit introduces learners to the factors that influence...
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...effective employee performance review. Leadership Jim Reed fails to motivate Fred because of the unsuccessful role as leader. A successful leader has the ability to manage and supervise the performances of their employees. (Kacmar, Carlson, Harris 2013). These authors describe several leadership styles but the most effective in motivating employees is transformational leadership style. The transformational leadership style inspires employees by establishing an atmosphere that is motivating and invigorating (Kacmar, Carlson, Harris 2013). Motivating employees initiate them to believe in organizations ambitions. The transformation leadership technique encourages and motivates employees to be mindful of the significance of their role within the company. The authors explain a transformation leader that stimulates and motivates employees has the ability to achieve astonishing outcomes and improve their leadership capability. They also assist in developing and strengthening employees. They are effective in overcoming defiance among the employees by instilling passion, strength and cooperation between employees and establishing a set of standards to follow. Leaders must demonstrate ethics, honesty, beliefs and trust to establish a positive work atmosphere so employees will be motivated to do their best. (Pryor, Singleton, Taneja, & Humphreys, 2010) A leader that motivates allows an employee to feel confident and appreciated for their work. Employees want to believe that...
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...4 Achilles Heel and the Appraisal Interview The appraisal interview is the Achilles’ heel of the entire evaluation process. Some managers think of performance appraisal meetings and recollections of torn Achilles' heels or root canals immediately surface. They're sort of "been there, don't want to go again" situations. The more it can be put off, the better (zeepedia). Study after study shows that both managers and employees are very dissatisfied with performance appraisals and often view them as a necessary evil to get over with quickly. According to our textbook appraisal interviews have the potential for confrontation and belittling the goal of motivating employees? “To minimize the possibility of hard feelings, the face-to-face meeting and the written review must have performance improvement, not criticism, as their goal.” (Mondy) It is important that the employee fully understand the system used in evaluating their job performance. Performance appraisal is a system of review and evaluation of an individual or team's job performance (zeepedia). An effective system assesses accomplishments and evolves plans for development. Performance management is a process that significantly affects organizational success by having managers and employees work together to set expectations, review results, and reward performance (Chegg). Its goal is to provide an accurate picture of past and future employee performance. To achieve this, performance standards are established...
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...Question 1. What's your opinion regarding forced ranking performance appraisals? Do they motivate employees? Explain. I believe forced ranking performance appraisals can be motivating for some employees and not motivating for others. Individuals with strong high-order needs who know that they will be ranked come appraisal time will strive and perform in order to achieve the highest rank possible. Other individuals with weak high-order needs might not strive for a high rank. I believe these individuals might even perform below their ability because of perceptions (i.e. "why should I work harder because so and so will get a higher rank than me anyway"). Even though I have consistently ranked high whenever evaluated under a forced ranked system in the past, I personally do not like forced ranked performance appraisals and believe they can cause an organization more harm and be less productive because of the system. I served in the U.S. Navy from 1994 until 1999. During that time I was evaluated annually by my superior(s) in a quasi forced ranked performance appraisal system. At that time in the Navy there were three evaluation marks a sailor could receive: Promotable (average), Must Promote (above average) and Early Promote (Outstanding). The evaluation one would receive weighed heavily on the sailor's likelihood of being promoted to the next rank/pay grade at the next promotion cycle, which also occurred annually several months after the evaluations were given....
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... Currently their pay plan is set up where employees receive raises based on seniority. The senior management would like to change the pay plan to complement the quality program. In the quality program employees are on teams. The proposed pay plan would reward employees whose teams were making beneficial contributions towards quality, profitability, and new ideas to increase speed, unit cost, and improvements. Some of the top management disagrees with the new pay plan claiming that having to rely on other groups within the company to get a pay raise is unfair and beyond their control. While others agree that each employee’s pay should be a reflection of how well the company is doing as a whole. Some commentators had the following perspectives about this pay plan: Maggie Coil, vice president of compensation of Motorola, thinks that the employees of Top Chemical should have some input on if and how to change the pay plan since they are the majority that will be affected and by allowing them to be part of the process of designing and implementing the pay plan, it will make it more accepted. Donald Berwick, associate professor at the Harvard Medical School and Harvard School of Public Health in Boston, thought the new pay plan is moving in the right direction, but still needs improvement; there is no focus on customer satisfaction, the numerical goals may be inaccurate and discouraging, and there is no incentive for employees learning new skills. Tom Nyberg, senior business...
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...Performance Appraisals Performance Appraisals is one of the many tools given to managers from Human Resource department in order to evaluate the employees of an organization. Giving an effective Performance Appraisals (PA) is one the most critical duties of a supervisor or a manager. This process helps empower employees by making them feel as though they are an extension of the organization. By feeling as though they are a part of the organization employees tend to care more than just a paycheck or even benefits. According to the text the main purpose of PA is to evaluate employees' work performance. Performance appraisal is very useful for an organization to manage the employees in order to know the working performance of the employees. Performance appraisals help to build up individuals, improve organizational performance, and build strategic business planning, lead to a better performance and better management corporation. There are various forms of Performance appraisals of past job and setting of new goals, assessment of current salary levels or relation of performance to pay, assessment of training, needs, and identification of strategies for meeting them. There are performance appraisals of potential for promotion and development with succession planning, assessment of individual progress and assistance with career planning decisions, and enhancement of motivation and communication. Whatever the purpose is for the appraisals, if done accordingly both the employee...
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...Gap Analysis: Riordan Manufacturing University of Phoenix Human Capital Development MBA 530 Mar 18, 2007 Gap Analysis: Riordan Manufacturing This analysis looks at situations, challenging issues and opportunities facing Riordan Manufacturing, a global plastics maker headquartered in San Jose, California. Through this analysis, problems will be identified that Riordan Manufacturing would have to resolve in order to be successful. By resolving their problems and realizing their opportunities, Riordan will improve their human resource practices, which will give them a competitive advantage. Situation Analysis Issue and Opportunity Identification Riordan Manufacturing has annual revenue of $46 million with 550 employees. The company is a subsidiary of Riordan Industries, which is a fortune 1000 company with revenue over one billion dollars. Production is divided among three plants: plastic beverages containers located in Albany, Georgia; custom plastics parts located in Pontiac, Michigan; and plastic fan parts located in Hang Zhou, China. Research and development is handled in San Jose, California. Riordan’s major customers are automotive parts manufactures, aircraft manufacturers, beverage bottlers, appliance manufacturers, and the Department of Defense. Recently, Michael Riordan, President and Chief Executive Officer (CEO) made strategic changes in their manufacturing and marketing of their products. Their declining sales and profits over the last couple of...
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