...20 Self-Reflection As they are intervening in complex human systems, capacity-development practitioners need to be flexible, adaptable and willing to learn from what they do. An important source of learning in real time is the processes and results of monitoring and evaluation (M&E). Bruce Britton explains M&E activities as they are commonly pursued and explores creative ways in which practitioners can use them for personal learning and selfreflection. He also provides suggestions on how this can be done under non-conducive organizational conditions. Monitoring and Evaluation for Personal Learning Bruce Britton By three methods we may learn wisdom: first, by reflection, which is noblest; second, by imitation, which is easiest; and third by experience, which is the bitterest. (Confucius) Introduction Capacity development practitioners collaborate in efforts to improve the capabilities of complex human systems that operate and connect at different levels. First and foremost, capacity development is a process based on the assumption that better understanding and knowledge will bring about change. Also, the planning for capacity development interventions typically rely on variations of the Logical Framework Approach (LFA), which encourage careful thinking about expected outcomes and impacts. By its very nature LFA assumes that intended results of an initiative can be established in advance because the path that a capacity development process will take can be adequately...
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...Critically discuss the importance of reflection in the practice of management Student ID:20583416 Course: The reflective manager (MD4046) Lecturer: Dr. Elias Hadjielias Fall 2012 Assignment no. 1 Table of Contents Introduction Page 1.1 General Introduction to Reflection 3 1.2 Objectives and Purpose of the essay 3 Main Body 1.3-1.6 Review of Literature 3-4 1.7 Personal opinion of the writer 4 1.8 A practical example of Reflection in a certain case 4 1.9 Recommendations from the writer 5 Conclusion 2.0 Summary pg.3 5 2.1 References ...
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...Industrial and Organizational Psychology, 1 (2008), 190–193. Copyright ª 2008 Society for Industrial and Organizational Psychology. 1754-9426/08 Inaccurate Performance Ratings Are a Reflection of Larger Organizational Issues MICHAEL M. HARRIS University of Missouri-St. Louis DAN ISPAS AND GREG F. SCHMIDT University of South Florida Murphy (2008) suggests that there is generally only a ‘‘weak’’ relationship between job performance and ratings of job performance, arguing that supervisory performance ratings get little respect, and he questions whether the benefits of performance appraisal even outweigh the costs. Despite these doubts, most organizations continue to collect performance ratings and to conduct performance appraisals with their employees. We contend that industrial and organizational (I–O) psychologists should conduct more research on this issue before discarding the notion that performance ratings are practically useless. We extend Murphy’s comments by elaborating on rater motivation (mentioned in passing by Murphy) and rater accountability (not included in Murphy’s discussion). Our informal, anecdotal conversations with managers suggest to us that indeed, line managers do not often think highly of their Correspondence concerning this article should be addressed to Michael M. Harris. E-mail: mharris@ umsl.edu Address: College of Business Administration, University of Missouri-St. Louis, 1 University Boulevard, St. Louis, MO 63121 Michael M. Harris, Department...
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...1.0 Introduction to Performance Management The most common view of performance management is that creating a shared vision of the purpose and aims of the organisation. It is about helping the individual employees to understand and recognize their part in contributing to the organisation’s success and thereby managing and improving the performance of both the individuals and the organisation. People must be managed to deliver superior performance that is in alignment with the values of the organisation. There is no easy or universally accepted definition of performance management. Nevertheless, it seems possible to recognize three major perspectives of performance management (Palan, 2002): 1. Managing organisational performance. 2. Managing employee performance, and 3. Integrating the management of organisational and employee performance. (Rogers, 1999) defines that the characteristics of performance management systems for managing organisational performance are that they are corporate systems which include the following processes as part of an integrated cycle of management: * Setting corporate policy and resource aims and guidelines, * Specifying within the above framework, a detailed set of plans, budgets, objectives, targets and standards of performance, and * Regularly and systematically reviewing the performance of all series. 1.1 Current Trends and challenges of implementing an effective Performance Management. How we can identify...
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...Student Resource Passport to Class: Name___ ________ Foundations for Effective Leadership and Management Module 16: Quality Control, Safety, Performance Appraisal and Problem Employees Required Reading: Marquis, B.L. & Huston, C.J. (2015). Leadership Roles and Management Functions in Nursing: Theory and Application, 8th ed. Philadelphia: Wolters Kluwer. Chapters 23, 24 & 25 Recommended Reading: Institute of Medicine (1999). To Err is Human: Building A Safer Health System. Washington, D.C.: National Academy Press | | Student Response | Objectives | Discuss concepts of quality control, quality assurance and quality improvement. Chapter 23 | Discuss the following:Quality control - refers to activities that are used to evaluate, monitor, or regulate services rendered to consumers.Quality Assurance - Quality assurance models seek to ensure that quality currently exists.Quality Improvement - assume that the process is ongoing and quality can always be improvedDefine the following terminology * Critical Event Analysis – process used to determines discrepancies between care provided and unit standards. * Root Cause Analysis – process used to obtain further information regarding why the standard was not met. * Benchmark - the process of measuring products, practices, and services against best-performing organizations. A tool for identifying desired standards of organizational performance. * Standard -...
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...Human Resource Management, 12e (Dessler) Chapter 9 Performance Management and Appraisal 1) Which of the following terms refers to the process of evaluating an employee's current and/or past performance relative to his or her performance standards? A) recruitment B) employee selection C) performance appraisal D) employee orientation E) organizational development Answer: C Explanation: Performance appraisal means evaluating an employee's current and/or past performance relative to his or her performance standards. Performance appraisal always involves setting work standards, assessing the employee's actual performance relative to those standards, and providing feedback to the employee. Diff: 1 Page Ref: 306 Chapter: 9 Objective: 1 Skill: Concept 2) The primary purpose of providing employees with feedback during a performance appraisal is to motivate employees to ________. A) apply for managerial positions B) remove any performance deficiencies C) revise their performance standards D) enroll in work-related training programs E) change their peer evaluation procedures Answer: B Explanation: The purpose of providing feedback to the employee is to motivate him or her to eliminate performance deficiencies or to continue to perform above par. Diff: 2 Page Ref: 306 Chapter: 9 Objective: 1 Skill: Concept 3) Which of the following is NOT one of the recommended guidelines for setting effective employee goals? A) assigning specific goals B) assigning measurable goals C) assigning...
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...Performance Management Human Resource Management Foundation-HRM 500 Performance Management 1. Create a job description for a retail sales associate, which includes the most significant components necessary to describe the job both internally and externally. Retail Sales Associate Job Description Retail Sales Associates work in stores for generating sales and bringing in revenue to the company. This job requires a blend of skill, competency, and immense dedication (Retail Sales Associate Job Description, 2010). Candidates must possess a patient and professional manner to assist customers throughout the entire process of purchasing. Retail sales associates mostly report to a sales manager and work from their directions for meeting the company’s objective. Duties and Responsibilities * Interacting with customers, giving them product presentations and convincing them to make purchases, guiding customers who know what they want and to the correct section or making suggestions to customers who are not completely sure of what they want. * Strategizing to meet assigned sales targets in the given period. * Completing all the assigned tasks by the retail sales manager. * Keeping a track of the stock and inventory in the store and placing orders for replenishing the stock. * Maintaining the proper display of goods in the store and ensuring that they comply with the quality standards. * Attending sales training activities. Skills and Specifications ...
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...Chapter 12 Human Resource Management True/False Questions WHY HUMAN RESOURCE MANAGEMENT IS IMPORTANT 1. High-performance work practices are those that lead to high individual and high organizational performance. (True; moderate; p. 323) 2. High-performance work practices involve a commitment by management to improve the knowledge skills and abilities of the organization’s employees, increasing employee motivation, and enhancing the retention of quality employees. (True; easy; p. 323) THE HUMAN RESOURCE MANAGEMENT PROCESS 3. The human resource management (HRM) process consists of 10 activities necessary for staffing the organization and sustaining high employee performance. (False; moderate; p. 323) 4. A labor union is an organization that represents workers and seeks to protect their interests. (True; easy; p. 323) 5. In the United States, nearly 25 percent of all workers are unionized. (False; moderate; pp. 323-324) 6. Affirmative action programs assure that minorities are given equal opportunities in the workplace. (False; difficult; p. 324) 7. A community fire department can categorically deny employment to a firefighter applicant who is confined to a wheelchair. (True; moderate; p. 324) 8. The United States will experience a shortage of 20 million workers over the next 10 years according to the U.S. Bureau of Labor Statistics. (False; moderate; p. 325) HUMAN RESOURCE PLANNING 9. Human resource planning can be condensed into two...
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...assessment. This difference could be due to bias, prejudice, or other subjective, extraneous influences. 2) _______ A) content validity B) a first-impression effect C) rating error D) the performance appraisal process 3) In 2009, employees were expected to earn average merit increases of what percent? 3) _______ A) 8.3% B) 2.9% C) 5.2% D) 1.3% 4) Management by objective is part of which type of performance appraisal system? 4) _______ A) behavioral observation scale B) behaviorally-anchored rating scale C) goal-oriented system D) trait system 5) This occurs when a rater generalizes good performance behavior in one aspect of the job to all aspects of the job. 5) _______ A) negative halo effect B) positive halo effect C) first-impression effect D) similar-to-me effect 6) Which comparison system requires the rater to place a specific number of employees into groups that represent the entire range of performances? 6) _______ A) the critical incident technique B) hierarchical C) paired comparison D) forced distribution 7) Among the various performance appraisal techniques, this appraisal system is the most defensible in court...
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...performance appraisals performance appraisals, performanceevaluation and assessment of jobskills, personality and behaviour - andtips for '360 degree feedback' and'360° appraisals' Performance appraisals are essential for the effective managementand evaluation of staff. Appraisals help develop individuals, improveorganizational performance, and feed into business planning. Formalperformance appraisals are generally conducted annually for all staff inthe organization. Each staff member is appraised by their linemanager. (Directors are appraised by the CEO, who is appraised by thechairman or company owners, depending on the size and structure of the organization). Annual performance appraisals enable managementand monitoring of standards, agreeing expectations and objectives,and delegation of responsibilities and tasks. Staff performanceappraisals also establish individual training needs and enableorganizational training needs analysis and planning. Performanceappraisals data feeds into organizational annual pay and gradingreviews, and coincides with the business planning for the next tradingyear. Performance appraisals generally review each individual'sperformance against objectives and standards for the trading year,agreed at the previous appraisal meeting. Performance appraisals arealso essential for career and succession planning. Performanceappraisals are important for staff motivation, attitude and behaviourdevelopment, communicating organizational aims, and fosteringpositive...
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...Report on “How I assess the training & development issues/needs of an Organization?” Prepared by : Supervised by & submitted to: Nazia Tazreen ID 2010010002014 Tazreen Rahman Md. Rasel Bhuyan ID 2011010004081 Course Teacher Abeda Awwal ID 2010110001061 Training & Development Kaniz Fatema ID 2010110001080 Mahajabin Begum ID 2010110001070 Program : MBA (THIS REPORT IS SUBMITTED FOR THE PARTIAL FULFILMENT OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION WITH A MAJOR IN HRM) 13 December 2011 Tazreen Rahman Course Teacher (Training & Development) Southeast University Dhaka Campus Subject: Submission of Report Dear Madam, With a pleasure, I would like to submit my internship report entitled “How I assess the training & development issues/needs of an Organization?” in connection of my practical experience in Bestway Group I have tried my level best to expose it’s “training & development issues/needs assessment” through collecting various significant information of Bestway Group. I hope you would kindly accept the report considering my unintentional mistakes in preparing of the report. Thanking You Sincerely Yours, ______________________ Nazia Tazreen & Group MBA Program Southeast University Dhaka Campus. |Content Name | |Page No. | |First Phase: Training & Development Process ...
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...evaluations to be completed for pay raises. This, in turn, may affect morale, productivity, and turn-over rates. The evaluation of employees’ job performance is an important personnel function and is critically important to the organization. Appraisals give the employees an opportunity to contemplate their performance at work. It is the time when employees look forward to a raise in the salary and a promotion. For the managers, appraisals are about reviewing the past performance of their employees and providing them with feedback along with some tips to improve. Performance appraisal is the means by which the work performance of employees is evaluated. Employee performance is assessed in terms of the quality and quantity of work he/she has put in. It is calculated in terms of the time and efforts contributed by the employees in achieving an assigned task. Reviews of employee performance taken within an organization are known as performance or employee appraisals. They aim at analyzing employee performance, identifying their potential and inabilities, in order to determine the employee training needs. They also aim at taking decisions about salary revisions and promotions of employees. Ideally, a performance appraisal should give way for an open communication between the employees and their manager or employer. It should provide the employees with the means to communicate their points of view about the organization structure and openly discuss the difficulties...
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...performance appraisal is a process—often combining both written and oral elements—whereby management evaluates and provides feedback on employee job performance, including steps to improve or redirect activities as needed. Documenting performance provides a basis for pay increases and promotions. Appraisals are also important to help staff members improve their performance and as an avenue by which they can be rewarded or recognized for a job well done.” There are many benefits to the employees as well as the business owner. Performance appraisals are used to improve a company’s productivity. It provides a launching point for a business to grow by setting goals for the company to accomplish. It also benefits the company by defining job responsibilities for management and employees. The employees can see benefits through direct communication, understanding of management roles, and understanding employee responsibilities. All of these goals can be accomplished through direct communication between employers and employees and leading to the betterment of all parties and ultimately a successful business. Through these systems we see several outcomes. Clear job descriptions, clear growth, effective management of staff, and staff input towards the company. Employees too will see several outcomes such as clear job descriptions, valued staff input, and they will know the strategies and goals to help them receive monitory incentives. The main goal of the appraisal system is...
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...Performance Appraisal and Succession Planning Benefits Benefits of a Performance Appraisal System • One-on-one discussion of issues • Opportunity to focus on work activities and goals • Provides employee recognition • Lets employee know the company is interested in their performance and development Optimal Results of Performance Appraisals • Measure performance • Establish job expectations • Nurture growth • Open communication • Increase motivation • Merit increase or bonus Pre-Appraisal Activities • Constantly ongoing • Monthly or weekly “catch up” meetings • Maintain running list of projects or achievements • Give employee a copy of appraisal before meeting Post-Appraisal Activities • Keep dialogue open • Set additional meeting for merit discussion • Document key points of appraisal meeting • Set expectations for next year Appraisal Feedback • Make feedback constructive • Do not “sugar-coat” the feedback • Feedback is an open discussion • Not a time to train/coach • Avoid feedback that can be considered personal • Ask correct questions Giving an Optimal Performance Appraisal • Take notes during appraisal • Understand different points of view • Encourage or offer help • Help with weaknesses • Set short, long-term and company goals Company Benefits • Skilled workforce • Increased productivity and loyalty • Decreased turnover • Interactive ideas Assessing Teams • Evaluated just as often as individuals • Interact, not observe teams •...
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...for six years. Harriet has always been cooperative, loyal, dependable, but not an especially good supervisor. Recently Hubert has noticed that Harriet has begun to “slip” in the performance of some of her duties. Neil, on the other hand is a very ambitious, energetic, and dependable supervisor who grasps problems quickly and easily. Hubert has to complete performance appraisals on both individuals annually. Ten months ago he did his appraising with a great deal of displeasure because he hated to face the unpleasantness of a negative performance appraisal review. As a result, he rated both the employees about the same. When a discussion about the ratings was conducted, both supervisors appeared to be satisfied with the rating they had received. Six months ago business began to fall off and a reduction in force was put into effect. This week, after a number of other people were laid off or demoted, it became necessary to move either Harriet Green or Neil White from the position of a supervisor to that of a worker until sales picked up. Hubert wants to keep Neil on the supervisor job, but on the basis of the appraisals there is no difference between the two. In the past when two employees had the same ratings, the person with the most seniority receives priority. Hubert must decide today what to do. Case 7 Questions 1. How have the inaccurate performance ratings created more problems? 2. 3. Comment on the case: do you think it is an exception or does this happen quite often? What...
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