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
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People Resourcing Standards | Practitioner-level Standards People Resourcing Purpose The pace of change affecting organisations shows no sign of slowing down and it has a strong impact on managerial expectations about: • employee behaviour and attitudes • corporate pressures on managerial performance • the employability potential and aspirations of labour market entrants • the criteria for success applied to those engaged in employee resourcing activities. Therefore, this elective is designed
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DRIVERS ON ORGANIZATIONAL PERFORMANCE: A SURVEY OF THE HOTEL INDUSTRY IN KENYAN COAST Uzel Jean Mzera Mutindi 1 PhD Candidate at JKUAT, MSA CBD, Kenya. Contact: jeanmzera@yahoo.com Prof. G.S. Namusonge, PhD 2 Full Professor, EPD JKUAT, Kenya. Contact: gsnamusonge@yahoo.co.uk Dr. J. Obwogi, PhD 3 Technical University of Mombasa, Kenya. Contact: Josephobwogi@yahoo.com ABSTRACT This study seeks to examine the effects of Strategic Management drivers on the performance of classified hotels
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provides a detailed explanation of the Line Managers’ Human Resource Duties like placing the right person on the right job, starting new employees in the organization (orientation), training employees for jobs that are new to them, improving the job performance of each person etc. In order to carry out this specialized assistance, the HR managers carries out three distinct functions, A line function, A coordinative function and Staff function. New approaches to Organizing HR have also been discussed with
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clarifying role and task requirements. It involves exchange relationship between leader and the followers. It is a perception for mediocrity and that transformational leadership leads to superior performance in organization facing demands for renewal and change. 4) Differentiate between transformational and transactional leadership. Ans: | Transformational leadership |Transactional
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to the initiation, direction, intensity, and persistence of behavior. Motivation is not the same thing as personality or emotion. It involves having the desire and willingness to do something. Motivation is considered essential in learning and also in the performance of learned responses. That is, learned appropriate responses to situations will not necessarily produce expected behavior. The incentive to produce the behavior is motivation. As motivation correlates with the workforce, management
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audit techniques, audit sampling, materiality and audit risk, group audit and current issues facing the auditing profession. This course will justify other activities than financial statement audit that can be performed by a public accountant like performance/operational audit, internal audit and compliance audit. 2. COURSE OBJECTIVES This course intends the student: 1. To comprehend applicable regulations, legal responsibilities and ethical standards and current issues facing the
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tourism service provider. This report will examine the link between tour operators and other sector of the travel and tourism industry by identifying different products and services provided by tour operators for different target markets. Different factors influencing this sector will be explained as well as and the implication of vertical and horizontal integration within this sector. Finally a brief analysis of the future of tour operators will be given and this is based on research and finding.
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STRATEGIC HUMAN RESOURCE MANAGEMENT CLASS NOTES/WORK The Strategic Approach to Employee Resourcing (Adapted from Armstrong, 2006) Definition The objective of HRM resourcing strategies is ‘To obtain the right basic material in the form of a workforce endowed with the appropriate qualities, skills, knowledgeand potential for future training. The selection and recruitment of workers best suited to meeting the needs of the organization ought to form a core activity uponwhich most other HRM policies geared
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objective of the proposal manager is to achieve an effective trade-off between the bid competitive value on the side of the client expectations and the project baseline in term of time/ cost / performance constraints on the side of the utilisation of the internal resources. Since project final performance depends primarily on risk analysis and management, a “risk driven approach” to Project Management appears to be necessary, particularly during the project early phase when only scarce information
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