...performance appraisal process Identify the major steps we can take to avoid problems with the appraisal process Briefly discuss the differences between evaluative performance reviews and developmental performance reviews Define the following terms: Performance management Performance appraisal Motivation Traits Behaviors Results Critical incidents method Management by Objectives (MBO) method Narrative method or form Graphic rating scale form Behaviorally Anchored Rating Scale (BARS) form Ranking method 360° evaluation Bias Stereotyping Electronic Performance Monitoring (EPM) Chapter 8 Outline Performance Management Systems Performance Management Versus Performance Appraisal The Performance Appraisal Process Accurate Performance Measures Why Do We Conduct Performance Appraisals? Communicating Decision Making (Evaluating) Motivating (Developing) Evaluating and Motivating (Development) What Do We Assess? Trait Appraisals Behavioral Appraisals Results/Outcomes Appraisals Which Option Is Best? How Do We Use Appraisal Methods and Forms? Critical Incidents Method Management by Objectives (MBO) Method Narrative Method or Form Graphic Rating Scale Form...
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...CONTENTS EXECUTIVE SUMMARY INTRODUCTION - Definition of coaching - Definition of mentoring - Application Part A) Identify the process steps need to be taken to assess the learning needs of the organisation * Step 1: Perform needs analysis * Needs Assessments * 1) Organisation Analysis * 2) Task Analysis * 3) Individual Analysis * Step 2: Identify priorities and important * Step 3: Design Phase of training and development * Step 4: Implementation * Summary Part B) Identify and compare the costs and benefits that introducing a coaching system would involve * Cost * Benefits * Benefit 1: Recruitment and retention * Benefit 2: Continue Learning * Benefit 3: Several Skill Acquisition Part C) Identify KPIs that they should expect to achieve through the implementation process Part D) Identify the key stakeholders that will need to be involved in the process and how their support can be built. Part E) Case Study Example – ASDA Recommendations and conclusion EXECUTIVE SUMMARY High performance and contemporary company need to acquire a much broader set of skills if they are to survive in the world of modern business. The pace of change is unpredictable fast, partly driven by the advances in information technology and the pervading influence of globalisation – has become relentless. The complexity of work has increased while career paths have become less obvious due to the flattening...
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...Race Discrimination Chapter Outline * Opening Scenarios * Statutory Basis * Surprised? * Background * General Considerations * Recognizing Race Discrimination * Racial Harassment * A Word about Color * The Reconstruction Civil Rights Acts * 42 U.S.C. Section 1981 * 42 U.S.C. Section 1983 * 42 U.S.C. Section 1985 * Management Tips * Summary * Chapter-End Questions Opening Scenarios SCENARIO 1 An employer has a “no-beard” policy, which applies across the board to all employees. A black employee tells the employer he cannot shave without getting severe facial bumps from ingrown hairs. The employer replies that the policy is without exception and the employee must comply. The employee refuses and is later terminated. The employee brings suit under Title VII on the basis of race discrimination. Does he win? Why? Why not? SCENARIO 2 Two truck driver employees are found to have stolen goods from the cargo they were carrying. The black employee is retained and reprimanded. The white employee is terminated. The white employee sues the employer for race discrimination under Title VII. Who wins and why? SCENARIO 3 A black female employee is terminated during a downsizing at her place of employment. The decision was made to terminate the two worst employees, and she was one of them. The employer had not told the employee of her poor performance nor given her any negative feedback during evaluations...
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...Unit 4 and 5 Evaluate the purpose of different types of career guidance interviews Evaluate methodologies to explore the career guidance and development needs of clients Corney and Watts (1998) define information and advice as; ‘providing an immediate response to the needs of clients who present an enquiry or reveal a need that requires more than a straightforward information response. Advice is usually limited to helping with the interpretation of information and with meeting needs already clearly understood by the client…’ Advice and information is therefore concerned with meeting client’s presenting issues relating to information. The OECD (2004:10) definition of guidance is; ‘Career guidance refers to services and activities intended to assist individuals of any age, and at any point of their lives, to make educational, training and occupational choices and to manage their careers’. This reflects the variety of activities that may take place in supporting clients to move forward. Guidance is about helping clients to understand their own needs, set and review career goals, understand any barriers and to produce action plans. Hambly (2008; 16) refers to the iceberg analogy to explain the process of guidance. The top of the iceberg represents the clarifying and meeting of presented needs which is advice and information and the bottom of the iceberg is about exploring additional needs which is guidance. The guidance element may be about exploring high leverage...
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...opportunity to understand better the material being studied. What does the research say about peer tutoring? In reviews of peer tutoring programs, researchers found: * When students participated in the role of reading tutor, improvements in reading achievement occurred * When tutors were explicitly trained in the tutoring process, they were far more effective and the students they were tutoring experienced significant gains in achievement * Most of the students benefited from peer tutoring in some way, but same-age tutors were as effective as cross-age tutors (Burnish, Fuchs & Fuchs, 2005; Topping, 2008) Some benefits of peer tutoring for students include higher academic achievement, improved relationships with peers, improved personal and social development as well as increased motivation. In turn, the teacher benefits from this model of instruction by an increased opportunity to individualize instruction, increased facilitation of inclusion/mainstreaming, and opportunities to reduce inappropriate behaviors (Topping, 2008). There is an old saying: “To teach is to learn twice.” Peer tutoring is a beneficial way for students...
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...Table of Contents 1. Introduction 2 2. The roles of HCM in an organisation 3 3. The impact of generational conflicts in Organisation X 6 4. The impact of more women in Organisation X 8 5. The impact of changes in technology in Organisation X 9 6. Checklist and evaluation of the status of HCM functions in Organisation X 10 7. Action plan to assist HCM improve functions in Organisation X 15 8. Conclusion 19 9. List of References 20 1. Introduction The purpose of this report is to look at and analyse the roles of human capital management in an organisation. Hereon forward, human capital management will be referred to as HCM. The roles and analysis will be used as a guideline for preparing a report to the human resources director of the researcher’s organisation. The report will focus on a variety aspects related to HCM, namely, the impact of generational conflicts, more women in the organisation and the impact of change in technology. It will also include a checklist and evaluation of talent management, employee engagement, employee motivation and change management. Finally the report will conclude with an action plan to assist the HCM team to (continuously) improve these functions and roles to ensure a satisfied and productive workforce. (Milpark Business School, 2013) The organisation chosen for this report is a multi-national corporation that provides products and services to treat patients with chronic kidney disease. The holding organisation...
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...PERFORMANCE APPRAISAL Performance appraisal is assessment of how staff members are doing his job. Employee performance is the product of three underlying factors, i.e. ability, motivation and environment. Any defect in any of the three will impair his performance. It is quiet natural for a subordinate wanting to know what is supervisor thinks of his/her work. Performance appraisal is the evaluation of work done (quantity, quality and the manner it is carried out.) during a specified period against the background of the total work situation. DEFINITION: Performance appraisal of an employee refers to an evaluation of employee’s performance. OBJECTIVES: * To provide an opportunity for reflection and feedback on work performance and the work environment for a given period of time between an employee and supervisor. * To acknowledge and encourage appropriate and above standard performance. * To identify and remove distracters, dissatisfies and obstacles as well as ineffective behaviors. * To identify areas of growth for employees and organizations. * To provide data for management decisions concerning merits, increments, incentives, rewards, promotion, transfer, demotion or discharge from service. * To create a desirable culture and tradition in the department. * To meet the requirement for manpower planning and organizational development like identification of employees with promotion potential and developmental needs – what is expected of them...
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...approach: following approach: • Describe the behavior. Be specific—do not put someone down or be vague. State the facts as you see them. • Avoid loaded terms that produce emotional reactions and raise defenses. Be specific and use clear examples rather than vague generalizations. If you say to someone “You’re always late” they can avoid the central issue by arguing that “always” is not strictly true. • • Build on the other person’s strengths. You can help the other person keep the feedback in perspective by including positive comments about their overall behavior • Invite the other person to respond. Think of feedback as a way of helping people to explore their behavior and see for themselves what needs to be done. You should resist the temptation to tell individuals directly what they should or shouldn’t do. The usual response to direct advice is often rejection, resentment, denial, or argument. A better approach is to avoid telling people what they should do, but rather invite them to develop their own action .All this takes practice, and the ability to communicate develops over time....
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...Staff surveys are usually very helpful in establishing whether staff in your company are motivated and therefore performing to best effect. Aside from the information that questionnaires reveal, the process of involving and consulting with staff is hugely beneficial and motivational in its own right, (see the 'Hawthorne Effect'). Whilst your survey will be unique to your company, your staff issues, your industry and culture, some useful generic guidelines apply to most situations. Although not exhaustive, the following ten points may help you cover the relevant subject areas and help towards establishing facts rather than making assumptions about motivation when designing your own questionnaires on employee motivation. ten tips for questionnaires on employee motivation 1. What is the 'primary aim' of your company? Your employees may be more motivated if they understand the primary aim of your business. Ask questions to establish how clear they are about your company's principles, priorities and mission. 2. What obstacles stop employees performing to best effect? Questionnaires on employee motivation should include questions about what employees are tolerating in their work and home lives. The company can eliminate practices that zap motivation. 3. What really motivates your staff? It is often assumed that all people are motivated by the same things. Actually we are motivated by a whole range of factors. Include questions to elicit what really motivates...
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...about individual motivation. This organizational motivation article is provided by the motivational expert and writer Blaire Palmer, which is gratefully acknowledged. See also the free leadership test which can be used to test your own leadership ability, and also as a questionnaire/survey to assess leadership and motivation ability and effectiveness among managers and supervisors (MSWord format). employee motivation questionnaires or surveys Staff surveys are usually very helpful in establishing whether staff in your company are motivated and therefore performing to best effect. Aside from the information that questionnaires reveal, the process of involving and consulting with staff is hugely beneficial and motivational in its own right, (see the 'Hawthorne Effect'). Whilst your survey will be unique to your company, your staff issues, your industry and culture, some useful generic guidelines apply to most situations. Although not exhaustive, the following ten points may help you cover the relevant subject areas and help towards establishing facts rather than making assumptions about motivation when designing your own questionnaires on employee motivation. ten tips for questionnaires on employee motivation 1. What is the 'primary aim' of your company? Your employees may be more motivated if they understand the primary aim of your business. Ask questions to establish how clear they are about your company's principles, priorities and mission. 2. What obstacles stop...
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...21st Century Leadership Skills - Defined January 14, 2008 by Jeff Brunson A 21st Century Leader understands that if you want engaged employees, you must develop the individual. It is this understanding that leads the 21st Century Leader to a focus on self. Not a selfish focus - but a focus on self for the benefit of others. The Brunson Level II Coaching Program and the Brunson Leadership Development Program for Groups focus on the following key skills for Leadership effectiveness and organizational impact: 7 Skills for Leadership Confidence Personal/Professional Growth Management Skills Personal study and professional application is a must for you as a Leader in the 21st Century. How well you self assess and act on that assessment determines the quality of the goals you set and the effectiveness of your action plans. The impact you deliver is dependent upon how you integrate Leadership behaviors and implement on your strategies. Communication and Connection Skills How skillful a Leader communicates is a major factor of credibility. You must consistently communicate well one-on-one and in group settings. As Leaders, it is imperative that our communication is consistent and credible. We must be able to consistently create safety for dialogue and confidently confront issues. You approach performance management and succession management as key areas for consistent communication. Messaging Skills You are the message. Your Brand is the succinct version of that message. It...
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... 1 of 87 * ------------------------------------------------- Recommended ------------------------------------------------- * ------------------------------------------------- More from User * Factors that affect the on the-job training ofSunjay Taladtad35,054 views * Narrative report in ojtFate Capa157,951 views * Factors that affect the on the-job training ofSunjay Taladtad4,407 views * On the-job-trainee (NARRATiVE REPORT) Sheenbie PaladoSheenbie Palado20,403 views * My thesis proposalPolytechnic University of the Philippines137,851 views * Ojt final documentationAr-jay de Guzman15,180 views * Thesis elaineCarie Justine Estrellado15,613 views * Final na final thesisjennilynbalbalosa90,807 views * Ojt narrative report - an exampleRenz Aldaine Engada2,453 views * Ojt report final2Rajen Biswa5,744 views * Kalipayan narrative report so hrapetsus5,308 views * It narrative report part1My School18,823 views * Narrative report dannaMa.Danna Inigo12,605 views * A THESIS - Assessment of the Levels of Study Skills of Computer Engineering Stu……Ange Alcantara8,787 views * Thesis rizaCarie Justine Estrellado9,606 views *...
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...BONIFACE NDOLE ID UB39054BBU47719 SCHOOL OF BUSINESS AND ECONOMICS ------------------------------------------------- Top of Form Bottom of Form ORGANISATIONAL BEHAVIOUR HONOLULU, HAWAII MAY, 2016 Table of contents INTRODUCTION 5 1.1. Definition of Organizational Psychology 5 1.2. Differences Between Psychology And Organizational Psychology 6 1.3. Current Psychological 9 Current Psychology of Basics Knowledge Management & Organizational Learning 9 Knowledge Management and Organizational Learning 9 Knowledge Management Processes and Goals 10 Current Knowledge Management Systems 11 Organizational Learning 11 Knowledge Management in Organizations 12 The Knowledge Management Processes Cycle 12 KM Strategies 14 Codification Sub-Strategies – Earl’s codification-oriented sub-strategies are: 15 2. MOTIVATION 16 2.1 Motivational Concept 16 Ego-focused versus other-focused emotions 17 2.2 HIERARCHY OF NEEDS 19 Herzberg’s Two-Factor (Motivation-Hygiene) Theory 20 2.3 MOTIVATIONAL THEORIES 21 MOTIVATION THEORIES ARE OFTEN CULTURE-BOUND 23 Maslow's Needs Hierarchy. 23 McClelland's Three Needs Theory 23 Adams' Equity Theory 23 Hertzberg's Two-Factor Theory 23 3. RECRUITMENT 23 3.1 Sources of recruitment 23 The traditional recruitment sources were: 24 The modern recruitment sources are: 24 3.2 Internal recruitment 24 3.3 External recruitment 25 3.4 Recruitment process 26 4. EMOTIONAL BEHAVIOR IN ORGANIZATIONS 27 4...
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...college I worked as a Project Director for the Community Action Agency in Athens, GA. I remember being excited to start my first job and how wonderful it was to officially be on my own. Well, my first day at work I noticed I was the youngest person there (24) everyone else was in their late 30s to early 60s. The next day upon doing my daily routine I noticed an elderly woman about 65, her name was Ms. Edna she was a volunteer who came to work with our agency via the Council on Aging (it was a grant program, I forget the name of the program but it put seniors citizens back to work at minimum wage) after meeting her I remember listen to people complain about how she could do nothing right, but at the same time I never noticed anyone trying to correct(train) her or for that fact show her how to do anything right. But at the point I heard others talk about her I thought about my mother and how I would not want her to be treated in such a condition just because people “thought she was incapable.” I think it is so important that we continue to fund programs and also allow our senior...
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...As a leader, is it better to be feared, or revered? Lynn Dean Excelsior College Abstract With every generation of leaders, the ageless debate surfaces; as a leader, is it better to be feared or revered? Leadership attributes, skills, and styles are the driving forces to lead others to successful mission accomplishment. Good leadership is based on these fundamental, unchanging qualities, such as competence, character, and a profound sense of responsibility. Styles of leadership may vary over time or may evolve with changing circumstances, but these bedrock qualities are foundations of a leaders' substance. Profiling historic leaders shows how these qualities are embodied by these leaders. Even with these qualities being present in all successful leaders, they can still be perceived as either feared or revered. It stands in good contention that successful leaders, whether feared or revered possessed the same qualities. The differences in the perception, is in how the leaders deployed their leadership philosophies. Many leaders are revered by their followers, and feared by their enemies, as where other leaders are feared by their followers. Keywords: Leaders, leadership. As a Leader, is it Better to be Feared, or Revered? Machiavelli believed that a great leader should be feared rather than loved. A midstream conservative approach is to say that it’s better to be both loved and feared, but we know in all reality that this is a nearly unattainable...
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