...National Quality Program Criteria for Performance Excellence THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD PROGRAM A Public-Private Partnership Building active partnerships in the private sector—and among the private sector and all levels of government—is fundamental to the success of the Baldrige National Quality Program in improving national competitiveness. Privatesector support for the Program in the form of funds, volunteer efforts, and participation in information transfer continues to grow. To ensure the continued growth and success of these partnerships, each of the following organizations plays an important role. Board of Overseers The Board of Overseers advises the Department of Commerce on the Baldrige National Quality Program. The board is appointed by the Secretary of Commerce and consists of distinguished leaders from all sectors of the U.S. economy. The Board of Overseers evaluates all aspects of the Program, including the adequacy of the Criteria and processes for determining Award recipients. An important part of the board’s responsibility is to assess how well the Program is serving the national interest. Accordingly, the board makes recommendations to the Secretary of Commerce and to the Director of NIST regarding changes and improvements in the Program. Foundation for the Malcolm Baldrige National Quality Award The Foundation for the Malcolm Baldrige National Quality Award was created to foster the success of the Program. The Foundation’s main objective...
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...National Quality Program Criteria for Performance Excellence THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD PROGRAM A Public-Private Partnership Building active partnerships in the private sector—and among the private sector and all levels of government—is fundamental to the success of the Baldrige National Quality Program in improving national competitiveness. Privatesector support for the Program in the form of funds, volunteer efforts, and participation in information transfer continues to grow. To ensure the continued growth and success of these partnerships, each of the following organizations plays an important role. Board of Overseers The Board of Overseers advises the Department of Commerce on the Baldrige National Quality Program. The board is appointed by the Secretary of Commerce and consists of distinguished leaders from all sectors of the U.S. economy. The Board of Overseers evaluates all aspects of the Program, including the adequacy of the Criteria and processes for determining Award recipients. An important part of the board’s responsibility is to assess how well the Program is serving the national interest. Accordingly, the board makes recommendations to the Secretary of Commerce and to the Director of NIST regarding changes and improvements in the Program. Foundation for the Malcolm Baldrige National Quality Award The Foundation for the Malcolm Baldrige National Quality Award was created to foster the success of the Program. The Foundation’s main objective...
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...a set of alternative solutions. In conclusion, the paper recommends the paramount alternatives to implement in order for Riordan Manufacturing to be the global industry leader in plastics production. Situation Analysis Issue and Opportunity Identification Several challenges Riordan Manufacturing must be overcome in order to accomplish the company's organizational goals. One challenge is overcoming employee job dissatisfaction, which declined as part of Riordan's restructuring process. Another challenge is increasing employee retention, which declined due to less than optimal working conditions and minimal personal opportunities to develop and advance. Finally, Riordan Manufacturing needs to overhaul the current flawed reward system into an effective rewards system that aligns the organization's strategy with compensation and incentive packages. Moreover is employee development and training. Riordan has done a small amount of promoting or developing their employees in past years and a key strategic advantage for organizations is to make available the means for employee growth and development. Hence, training and development not only helps to attract top performers but will also provide incentive for retention (Dreher & Dougherty, 2001). Therefore, in efforts for Riordan to realize and gain strategic advantage in the area of human capital, a superior human resource management system must be in...
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...of alternative solutions. In conclusion, the paper recommends the paramount alternatives to implement in order for Riordan Manufacturing to be the global industry leader in plastics production. Situation Analysis Issue and Opportunity Identification Several challenges Riordan Manufacturing must be overcome in order to accomplish the company's organizational goals. One challenge is overcoming employee job dissatisfaction, which declined as part of Riordan's restructuring process. Another challenge is increasing employee retention, which declined due to less than optimal working conditions and minimal personal opportunities to develop and advance. Finally, Riordan Manufacturing needs to overhaul the current flawed reward system into an effective rewards system that aligns the organization's strategy with compensation and incentive packages. Moreover is employee development and training. Riordan has done a small amount of promoting or developing their employees in past years and a key strategic advantage for organizations is to make available the means for employee growth and development. Hence, training and development not only helps to attract top performers but will also provide incentive for retention (Dreher & Dougherty, 2001). Therefore, in efforts for Riordan to realize and gain strategic advantage in the area of human capital, a superior human resource management system must be in place...
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...Management | [DGE Performance management System] | | ------------------------------------------------- Overview Dana Gas is the Middle East’s leading private sector natural gas company producing some 65,000 barrels of oil equivalent per day of oil, gas and natural gas liquids from its operations in Egypt and the Kurdistan Region of Iraq. Dana Gas Egypt We are 100% operator of production, exploration and developments in the Nile Delta and 50% joint operator in Upper Egypt. Dana Gas, via its subsidiary Dana Gas Egypt, owns a 100% interest in three concessions onshore Nile Delta, the El Manzala, West El Manzala and West El Qantara concessions. And 50% in Komombo ------------------------------------------------- Dana Gas Egypt Manpower Resourcing, Attraction and Retention Philosophies Our success derives from the competence and dedication of our Employees. Dana Gas was able to continue its success in building capacity and capability at all levels, combining global and regional searches to identify and attract skilled people. It is part of our evolving culture to value expertise in a way that will generate the necessary proficiency that we require across the Group now and for the future. Talent Development Developing our people and helping them to reach their full potential are key elements to deliver our Group’s business strategy. This continues to be one of our main priorities. We recognize that the success of our strategy depends on the success of our Employees...
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...environment and globalization, for an organization to compete favourably and competitively, the performance of their employees goes a long way in determining the success of an organization (Ajila and Abiola 2004). Both public and private sectors organizations are putting increasing attention on human resource management to maintain and motivate its most valuable and worthy assets, the employees. According to Catalini (2012), organizations are taking more of a proactive stance towards ensuring employees are satisfied with their place of employment and feel a level of commitment and connection to employers. Back then, employee satisfaction is often not a primary focus of an employer. Organizations routinely focus on finances, production, and pleasing customers and neglect the impact their actions or lack of action has on employee satisfaction. The consequences may be seen in products or services that are not up to standards and an increase in turnover and increase in cost for employers. Hence, finding the right balance between employee satisfaction and its enhancement of employee motivation and performance is imperative as it will have positive effects on several aspects of an organization, including lowering turnover rates and increasing productivity and profit. The use of rewards has been found over the years to be one of the management tools in the organization to increase job performance. Besides, it is common to offer employees attractive, lucrative and competitive remuneration...
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...of human resource practices on hr outcomes. After reviewing the existing literature on HRM practices, the researchers have found that HR outcomes have great impact by human resource practices. HISTORY HRM in India is centuries old. The first reference of HRM was provided by Kautilya as early as 4th century B.C. in his book Arthashastra‘. The work environment had logical procedures and principles in respect of labour organization such as Shreni‘Wages were paid in terms of quantity and quality of work. Workers were punished for unnecessary delay or spoiling of work. Kautilyas contribution was based on Shamrastra Concepts like job description, qualifications for jobs, selection procedures, executive development, incentive system and performance appraisal were very effectively analyzed and explained. The HRM experienced full in mediaeval India due to foreign aggressions over the next 700...
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...Organization Jane Q. Student DeVry University Professor Dibenedetto June 23, 2013 Abstract: The aim of this paper is to examine the compensation challenges within Owens & Minor and create a compensation strategy that will benefit not only the company, but the employee. With the constant change in today’s business world, to have a competitive advantage makes it difficult for employers to attract and retain the most talented employees. Identifying the company’s compensation strategy ensures the organization offers the right pay and manages the pay increases to retain top talents. When we hear the word compensation we think about compensating an employee for their work performed, but there is much more to compensation and a company’s strategy than what a person is paid. Compensation and benefits, “includes not only salary, but also the direct and indirect rewards and benefits the employee is provided with in return for their contribution to the organization. To determine compensation, organizations should develop a compensation and rewards program that outlines an equitable process for compensating employees” (“Compensation and Benefits,” n.d.). This plan is an extremely important piece of the overall HR approach to keep the company competitive and successful in the global market. Throughout this paper we will discuss the compensation and benefits strategy of the organization and recommendations on how to create a well-structured program. As a result of this program;...
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...productivity than is typical in the steel industry. Wall Street financial services firms and banks used incentive plans that rewarded people for developing “innovative” new financial investment vehicles and for taking risks to earn themselves and their firms a lot of money. Troubled Asset Relief Program (TARP), which included restrictions on executive pay designed to discourage executives from taking “unnecessary and exces-sive risks.” In an opinion piece in The Wall Street Journal, entitled “How Business Schools Have Failed Business,” the former director of corporate finance policy at the United States Treasury wrote that “misaligned incentive programs are at the core of what brought our financial system to its knees.” 7 He says that we “should ask how many of the business schools attended by America’s CEOs and directors educate their students about the best way to design managerial compensation systems.” How people are paid affects their behaviors at work, which affect an organization’s success. 8 For most employers, compensation is a major part of total cost, and often it is the single largest part of operating cost. These two facts together mean that well- designed compensation systems can help an organization achieve and sustain...
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...Introduction After reading this chapter, you should be able to: Imagine trying to run a business where you have to replace every employee two or three times a year. If that sounds chaotic, you can sympathize with the challenge facing Rob Cecere when he took the job of regional manager for a group of eight Domino’s Pizza stores in New Jersey. In Cecere’s region, store managers were quitting after a few months on the job. The lack of consistent leadership at the store level contributed to employee turnover rates of up to 300 percent a year (one position being filled three times in a year). In other words, new managers constantly had to find, hire, and train new workers—and rely on inexperienced people to keep customers happy. Not surprisingly, the stores in Cecere’s new territory were failing to meet sales goals. Cecere made it his top goal to build a stable team of store managers who in turn could retain employees at their stores. He held a meeting with the managers and talked about improving sales, explaining, “It’s got to start with people”: hiring good people and keeping them on board. He continues to coach his managers, helping them build sales and motivate their workers through training and patience. In doing so, he has the backing of Domino’s headquarters. When the company’s current chief executive, David Brandon, took charge, he was shocked by the high employee turnover (then 158 percent nationwide), and he made that problem his priority. Brandon...
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...Please find enclosed Case Study One – Designing a Reward System for “The Fit Stop”, for your review. Using point form, write a brief description of the organization, its employees, and its challenges. What is the organization's domain? (10 points needed) Organization: * The Fit Stop is a new franchise opening in four months. * The Fit Stop will sell all types of training, fitness conditioning and exercise equipment to the general public * The Fit Stop plans to specialize beyond equipment to provide customers with personalized advice geared to customer’s specific training/conditioning needs * It will be starting out with stores in major cities in Ontario and in four western provinces – with plans of expanding to Quebec and the Atlantic provinces * Stores will be located in shopping malls, operating 7 days a week: 9am – 9pm weekdays, Saturdays: 9am – 6pm, and Sundays noon – 6pm. Employees: Employees will range from highly educated (degrees) to high school educated * total employees per store will be 11 to 15 fulltime employees * each store will employ physiotherapist and a person with a Bachelor’s Degree in Kinesiology. * each store will have a Manager with a Bachelor of Commerce Degree * each store will employ sales staff with a minimum high school diploma (8 to 12 per store) Challenges The Fit Stop knows that even though their competitors will sell their equipment at a lower price, none will have the range of equipment that they...
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...implications for the human resource manager. INTRODUCTION The term "human resource management" has been commonly used for about the last ten to fifteen years. Prior to that, the field was generally known as "personnel administration." The name change is not merely cosmetics. Personnel administration, which emerged as a clearly defined field by the 1920s (at least in the US), was largely concerned the technical aspects of hiring, evaluating, training, and compensating employees and was very much of "staff" function in most organizations. The field did not normally focus on the relationship of disparate employment practices on overall organizational performance or on the systematic relationships among such practices. The field also lacked a unifying paradigm. HRM developed in response to the substantial increase in competitive pressures American business organizations began experiencing by the late 1970s as a result of such factors as globalization, deregulation, and...
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...Introduction: Downsizing is a commonly used euphemism which refers to reducing the overall size and operating costs of a company, most directly through a reduction in the total number of employees. When the market is tight, downsizing is extremely common, as companies fight to survive in a hostile climate while competing with other companies in the same sector. For employees, downsizing can be very unnerving and upsetting. There are several reasons to engage in downsizing. The primary reason is to make the daily operations of a business more efficient. For example, a company may be able to replace assembly line employees with machines which will be quicker and less prone to error. In addition, downsizing increases profits by reducing the overall overhead of a business. In other instances, a company may decide to shut down an entire division; a car company, for example, might decide to stop making sedans altogether, thus cutting an entire department. In some cases, it becomes apparent that a business has too many employees. This may be because there has been a decline in demand for the company's services, or because a company is running more smoothly and efficiently than it once was. Many offices are heavily bloated with support staff and redundant departments, and these businesses may refer to downsizing as “trimming the fat.” Downsizing and fixed cost: Some industries that have reduced fixed cost commitments include government agencies such as the division of defense, computer...
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...Every company needs a “signature experience” that sets it apart. By explicitly communicating what makes your firm unique, you can dramatically improve employee engagement and performance. What It Means to Work Here by Tamara J. Erickson and Lynda Gratton IT’S THE HR EQUIVALENT OF KEEPING UP | 104 Harvard Business Review March 2007 | hbr.org Jason Greenberg with the Joneses: In their quest to find and retain top talent, businesses often try to match competitors’ offers, ensuring that their compensation schemes, health care benefits, training programs, and other talent-management practices are in line with the rest of the industry’s. While this strategy may be useful for bringing job candidates to the door, it’s not necessarily the most effective way to usher the right people across the threshold – great employees who will be enthusiastic about their work and fiercely loyal to the organization and its mission. What It Means to Work Here Nor does marching in lockstep with industry standards prompt companies to consider what’s unique about their histories and values or potential employees’ attitudes about work. Certainly, reasonable pay and a breadth of health care options matter to prospective hires, as do the tasks they’ll have to perform. But people also choose jobs–and, more important, become engaged with their work – on the basis of how well their preferences and aspirations mesh with those of the organization. Imagine yours is one of three job...
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...Guide to a Balanced Scorecard: Performance Management Methodology Guide to a Balanced Scorecard Performance Management Methodology Richard H. Hopf Deputy Assistant Secretary for Procurement and Assistance Management Department of Energy David J. Litman Director, Office of Acquisition and Grants Management Department of Transportation Lloyd W. Pratsch Procurement Executive Department of State Ida M. Ustad Deputy Associate Administrator for Acquisition Policy General Services Administration Robert A. Welch Director for Acquisition Management and Procurement Executive Department of Commerce Terrence J. Tychan Deputy Assistant Secretary for Grants and Acquisition Management Department of Health and Human Services Pauk A. Denett Director of Administration/Senior Procurement Executive Department of Interior Moving from Performance Measurement to Performance Management Guide to a Balanced Scorecard: Performance Management Methodology Preface T he members of the Procurement Executives’ Association (PEA) - an informal association of civilian procurement executives - have redesigned their programs for performance evaluation and management of acquisition systems. They have moved from headquartersbased, process-oriented oversight programs to ones which rely more on self or local assessment of performance against departmental or agency expectations. Through the use of assessment approaches based on performance measurement models developed by a federal...
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