...Discussion Questions: DQ#1: What are the key problems with this portion of the performance review? There are few key problems with this portion of the performance review. First of all, the review was not inclusive of what was expected of the employee. The Max only told Sue about what the issue of her “pompous attitude”. Another problem is that the review was concluded with the employee not meeting her expectation and left feeling depressed. DQ#2: How would you use the knowledge and skills you have acquired thus far in this module to redesign the meeting between Max and Sue? The first stage, according to Quinn, et. Al (2011) of the performance review is performance planning. Max should meet with his employees and discuss what is expected of them and other areas of employee concerns such as additional training required or workshop. The second stage, performance execution, Max should provide coaching and feedback on a regular basis. The next stage, performance assessment, includes how well the employees have performing and begin the necessary assessment weeks before the actual performance review. And lastly, at the day of the performance review, Max should make sure that the objectives are clear and concise to a level that the employee agrees and understands. DQ#3: What concerns, if any, do you have with Max’s conversation with Jack? What might Max have done differently? I would have verified what Jack has told me about Sue and gather all the facts before jumping...
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...Review of Handel and Vivaldi Fireworks Handel and Vivaldi Fireworks is a tale of two Baroque cities—London and Venice, performed by Apollo’s Fire Baroque Orchestra and Philippe Jaroussky. The orchestra and the countertenor together presented a fantastic show including several great pieces of music composed by Handel and Vivaldi from great dramas. Their suggestive facial expressions and body movements were visible in the concert, which fully conveyed their feelings to the audience, implying that they put their heart and soul into interpreting the music rather than just singing or playing the tones and notes. In the first part of the concert, Philippe showed his stunning coloratura in Con’l a li di costanza. He always had a smile on his face with his body slightly forward while singing this opera selection. What is more, when he sang to the climax, he held up his hands. Instead of singing with his voice, Philippe sang with every part of his body. He was fully immersed in the music and he might didn’t notice that he had these gestures. Joy took the form of the notes and his body language. Without knowing the lyrics of this song, the audience could still feel the happiness in the music through Philippe’s actions. Both his astonishing singing technique and his expressions enraptured the audience by the bright music. Not only Philippe, but the whole orchestra explained the music with affluent body actions. Unlike some other orchestras where musicians sit motionlessly...
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...Employers are trying out social networking-style systems that aim to improve—and take the dread out of—annual reviews In the world of Facebook or Twitter, people love to hear feedback about what they're up to. But sit them down for a performance review, and suddenly the experience becomes traumatic. Now companies are taking a page from social networking sites to make the performance evaluation process more fun and useful. Accenture (ACN) has developed a Facebook-style program called Performance Multiplier in which, among other things, employees post status updates, photos, and two or three weekly goals that can be viewed by fellow staffers. Even more immediate: new software from a Toronto startup called Rypple that lets people post Twitter-length questions about their performance in exchange for anonymous feedback. Companies ranging from sandwich chain Great Harvest Bread Co. to Firefox developer Mozilla have signed on as clients. Such initiatives upend the dreaded rite of annual reviews by making performance feedback a much more real-time and ongoing process. Stanford University management professor Robert Sutton argues that performance reviews "mostly suck" because they're conceived from the top rather than designed with employees' needs in mind. "If you have regular conversations with people, and they know where they stand, then the performance evaluation is maybe unnecessary," says Sutton. What Rypple's and Accenture's tools do is create a process in which evaluations...
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...Shen Yun Performing Arts Tennessee Performing Arts Center Theatrical Performance Paper: Shen Yun Performing Arts On February 23, 2014 I attended Shen Yun Performing Arts in Nashville, Tn. This one-of-a-kind performance included music with traditional Chinese dance, which provided a unique experience at the theater for me. Its goal was to bring to life 5,000 years of Chinese history using music, dance and song to aid the portrayal of China’s ancient history. This performance was conducted by William Kuo. Shen Yun Performing Arts is one of the most unique types of performances I have seen. There was not any dialogue, it was just dancing and singing along with the music, which portrayed the ancient Chinese stories. There were, however, two narrators that described what the audience was going to see. They exchanged telling stories and introducing the acts in both English and Chinese. While each individual act was performing, there were things to think about, which were prompted by the narrators. The narration is what helped the play be realized by the audience. Without the narration, I’m not sure many people would have known what they were actually watching. In saying that, the purpose of this performance was to inform people of the 5,000 years of ancient Chinese history that is hidden underneath the current communist government. This performance was very educational. Using the methods of expression listed above, it taught me about the ancient history of China...
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...An Evaluation of Performance Reviews How does a company fully understand the value of an employee? Today, most companies perform what are called performance reviews and this article shows us the effects that this business practice can have on its employees while showing us possible substitutes for this evaluation process. While this article does focus mainly on the employees, the article’s introduction shows the manager’s perspective while discussing the possible ramifications of no more performance reviews. The fear that most companies have when discussing ending performance reviews is the loss of an employee value measuring stick and that their managers will no longer feel the need to give necessary feedback to the employees. Not only will the company no longer know which employees are most important to them, but their quality of work will suffer due to necessary management not being performed. Despite these fears, this article encourages the pursuit of more beneficial and efficient business standards. The argument against the performance review process is split into three main points: managers cannot assess employees accurately, performance reviews demotivate more than they motivate, and that reviews do not improve a company’s performance. The first is a major flaw in the entire process because that is exactly the whole purpose of this procedure. A large problem facing the practice of performance reviews seems to be the enormous bias that comes with the interviewer, especially...
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...A performance review is important to managers in a variety of different ways. It gives managers the opportunity to meet with their employees one on one and discuss their different organizational goals and performance priorities. If done properly, a performance review can be a very effective tool when it comes to improving productivity and performance for the working staff, while also benefiting the employer. As an employer, they aid in the creation of benchmarks on employee performance and help provide structure for an improvement process. Performance reviews play an important role for managers, helping provide feedback, while also giving the information necessary in order to take steps towards overall improvement. Within an organization it...
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...times appraisal per year to evaluate every employees regarding KPIS * Evaluation includes performance spanning the entire review period? Yes, the evaluation should include performance spanning the entire review period, to know what your points of strength & weakness so you can avoid your mistake in the coming period to be exits as a market leader * All major job responsibilities are evaluated * Feedback is provided on both positive and negative performance. Feedback is really important for any organization which allows managers to Coach employees and help them to improve performance on an ongoing basis, also help employees to know where they are & what they have to do to improve their performance Practicality At etsialat as one of the biggest telecommunication company in the Middle East & Africa we have to depend on a good HR system to achieve organizational goals and to be a market leader (for example, performance data are entered via user -friendly software) are available for managers to help them make decisions. Finally, the benefits of using the system (for example, increased performance and job satisfaction) must be seen as outweighing the costs (for example, time, effort, expense). Meaningfulness The system must be meaningful in several ways. First, the standards and evaluations conducted for each job function must be considered important and relevant. Second, performance...
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...Performance Review An employee should have the opportunity to respond to his or her performance review. they must also provide any employee with a copy and ask that he or she sign the original. If for some reason they do not agree with one or more assessments, give a reasonable amount of time to respond, with evidence, to the claim. Even if the employee does not respond to a negative assessment, then they should be given the training and time necessary to make improvements before taking any disciplinary action. However,not providing an employee a fair chance to respond to and improve upon their review can result in potential lawsuits. Which is why these perfomance reviews are addressed and proper steps to completing this review is necessary. Performance reviews can help the employee imporve their development skills and will give the employee a chance to address their own concerns. The primary goal of any appraisal system is performance management. To manage and improve their employees’ performance, managers must explore the causes of performance problems, direct manager and employee attention to those causes, develop action plans and empower workers to find solutions, and use performance-focused communication. Generally speaking a good performance assesment no matter what kind it is,is efficient if it is carried out in a proper manner when everything is openly explained to the employees and agreed with the administration.Performance assesments can be productive...
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...Performance Review Takes a Page from Facebook Agree or disagree with this statement and provide reasons for your response. “If you have regular conversations with people, and they know where they stand, then the performance evaluation is maybe unnecessary.” I would have to disagree with the above statement. In my opinion and experience, I have seen some individuals who have a wonderful relationship with their supervisor or boss, but their work performance was a totally different story. I have also seen instances where individuals have poor work performance, but because of their availability and the fact that they are the only one who is willing to do a certain job they get away with a lot. I think that a performance evaluation is necessary and it needs to be written or typed out, dated, and signed. There are so many things happening as far as lawsuits that you can never be too vulnerable. I understand that a few companies have the social sites, but a standard evaluation record would not hurt. Sometimes supervisors or managers do not communicate an individual’s performance in regular conversations. Some people really do believe that if they have a good relationship with their supervisor then they have nothing to worry about and when an evaluation is done they are shocked at the scores or recommendations for improvement. I remember when I worked as an assistant store manager, I had some excellent workers and we had good relationships with one another. As the manager...
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...Annual Performance Review Employee Name Cathy Smith Title HR Receptionist Date of Review Period 2010 Supervisor Name Department Human Resource Exceeds Expectations = 5 [employee has exceeded objective, time and quality] More Than Satisfactory = 4 [employee has slightly exceeded either time and/or quality] Satisfactory = 3 [employee has met objective, may be just under objective on time and quality] Less Than Satisfactory = 2 [employee has not met objective on either time or quality] Needs Improvement = 1 [employee far below on both time and quality] Task Objective/Measurement Results Comments Ranking Typing 96% accuracy 90% Employee is very close to meet an objective 3 Complete within 48 hours of submission Within 24 hours Employee has largely exceeded time objective 5 Filing 98% accuracy 82% Employee is close to meet an objective 2 Complete by end of the day By end of each week Employee needs to improve to complete an objective in timely manners 1 Answer phones Answer within 3 rings Within 2 rings Employee has slightly exceeded this requirement 4 Screens calls Forwards all calls Employee needs to improve and screen calls before forwarding 1 Provide messages upon return or availability of staff Messages not always given to staff Employee needs to improve and give staff messages at all times immediately. 1 Provide information Provide prompt and accurate information Customers often request to speak to someone else Employee needs to improve customer...
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...ndIvIdual Performance revIew (IPr) Guidelines for Supervisors and employees September 2011 Human Resources IndIvIdual Performance revIew (IPr) 2 Table of conTenTS Individual Performance Review (IPR) Guidelines Definition of Terms CHaPTeR 1: Goals How it works CHaPTeR 2: RevIew How it works n Preparing for the meeting n In the meeting n after the meeting CHaPTeR 3: aPPRaIsal (YeaR-enD aPPRaIsal) How it works n Preparing for the meeting n In the meeting n after the meeting CHaPTeR 4: PeRfoRmanCe RankInG How it works n Preparing for the ranking panel n ranking panel session CHaPTeR 5: ouTComes How it works n Preparing for the discussion n discussion n Performance share nomination n Pay outcomes appendix - factors affecting Performance Ranking 3 4 5 5 6 6 6 6 6 7 7 7 7 7 8 8 8 8 9 9 9 9 10 10 11 within the objectives of simplifying and standardising Hr processes across the Shell Group, these global guidelines are distributed for adoption by Shell Group companies. any resulting changes to current practices may require, in some locations, compliance checks with local legislation and/or consultation with employee representative bodies. no rights can be derived from this guide and the process described within is not contractually binding in relation to terms and conditions of employment or agreements with Trade unions or Staff councils. This guide is intended for managers and employees of the Shell Group and is consequently for internal Shell use only...
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...Describe ethical problems associated with performance-based reward programs: “Reward programs represent a powerful means for motivating high levels of individual and team performance.” (Hellreigel/Slocum, 2011) First Ethical Issue: Rewards become the prize and the tangible result of performing well in your job. Creating a reward based review may result in haves and have nots in the workplace, while you are rewarding success, there is little incentive for poor performers to do better. (The obvious incentive would be to perform better, but usually consistent poor performers have some obstacle to achievement.) “Rod Rodin, CEO of Marshall Industries, found that rewarding individual performance only created unhealthy competition among employees and destroyed morale.” (Hellreigel/Slocum, 2011) Second Ethical Issue: A second ethical issue is whether individuals should be rewarded if they are part of a team or should the entire team be rewarded. A lot of people don’t want to work with the guy who takes all the credit and gets all the rewards when part of a team. Third Ethical Issue: A reward such as a pay raise should be significant enough to reflect the contributions of the employee. A cost of living increase after a great review creates a negative reaction by the employee. Fourth Ethical Issue: Should a reward be a tangible item such as a car? Should it be intrinsic? Intrinsic rewards are built into the employment. When an individual is hired, there is a pre-set ladder of...
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...ACCOUNTING FOR DECISION MAKING A FINANCIAL OVERVIEW OF THE WESTPAC BANKING CORPORTATON 2009-2013 Lecturer: Dr Andy WANG NORTH SYDNEY Summary: 1. Title Page 2. Executive Summary 3. Introduction and Purpose of The Analysis 4. Methodology and Procedures 5. Company Profile 6. Industry Profile 7. Report on Operating Performance and Financial Stability – a 5-year outlook 8. Appendices 9. Bibliography or References 2. Executive summary 3. Introduction and Purpose of the Analysis………………………………………………………………...4 4.Methodology and Procedures……………………………………………………………………………………6 5.Industry Profile………………………………………………………………………………………………………….7 6. Company Profile……………………………………………………………………………………………………….8 7. Report on Operating Performance and Financial Stability - a 5 year outlook……………………………………………………………………………………………………………………...10 8. Appendices…………………………………………………………………………………………………………….23 9. Bibliography and References………………………………………………………………………………….28 3. Introduction and Purpose of the Analysis Our group had been assigned the company Westpac Group Banking Corporations. We have researched the annual reports for the years 2009 to 2013 and made financial comparisons in two distinctive ways: (i) the group analyzed the major accounting results fluctuations on year basis and compared them year by year; (2) the group used key ratios to fully understand the financial situation of the Westpac Group and gave a general outlook for the five year period in consideration...
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...Compliance Program / Annual Procedure Review Rule 206(4)-7 of the Investment Advisers Act creates a fiduciary responsibility for investment advisers to review annually their policies and procedures to determine their adequacy and the effectiveness of their implementation. As part of this review, all policies, procedures and responsibilities of an adviser must be reviewed, and the findings documented. The review should consider all factors that might suggest a need to revise the policies and procedures including any compliance matters that occurred during the year, any changes in the adviser’s or its affiliates business activities, or changes to applicable regulations. Reviews should be conducted by independent individuals (e.g., the department manager) not immediately responsible for implementation of a particular procedure. An overall review and approval of the adviser’s policies and procedures should be completed by the Chief Compliance Officer and should be submitted to the adviser’s Management Committee or Executive Officers for Final Action. |Procedure | |Summary & |Recommended |Reviewer & | |Completion Date & | |Reviewed |Findings |Conclusions |Change/Update |Date of Review |Review by CCO |Final Actions ...
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...me) Riverside Casino and Golf Resort / Stacy Benson Topic Title Performance Reviews NO. This title won’t work. What about performance reviews? If you were doing a simple research paper you could write about performance reviews based on research alone. In this Sr Paper you must determine the state of the art based on your Literature Review. Then you will give the background of the problem and discuss it. This must all lead to two Courses of Action (COAs; solutions) that are tied to your title and problem. You need a “product” such as a process, a plan, a strategy, a program – something that can be recommended and implemented. Problem Statement (if not finalized post a draft – focus on the "pain.") The problem is that after initial training employees are not being reviewed for current performance. Suggest that after this initial statement you add something more about the problem. Brief Topic Overview The casino is experiencing a high turnover rate of employees because after their initial training they are put on the floor without any further review. In the handbook employees are supposed to have a review after 90 days but they are not being implemented. This leaves the casino with under qualified employees that eventually terminate their employment due to not feeling able to meet the high demands. The solution to this problem, if it is the problem, is simple. Just IMPLEMENT PERFORMANCE REVIEWS. You can see...
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