...candidate does not present the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with no detail, the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with limited detail, the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with adequate detail, the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with substantial detail, the positive results expected from a well-prepared and well-delivered performance appraisal. A2. Preappraisal Activities The candidate does not provide an appropriate recommendation of preappraisal activities that ensure the performance appraisal process is beneficial to the employee and the company. The candidate provides an appropriate recommendation, with no support, of preappraisal activities that ensure the performance appraisal process is beneficial to the employee and the company. The candidate provides an appropriate recommendation, with limited support, of preappraisal activities that ensure the performance appraisal process is beneficial to the employee and the company. The candidate provides an appropriate recommendation, with adequate support, of preappraisal activities that ensure the performance appraisal...
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...outstanding presentation has been provided, effectively discussing succession planning and team performance. Only two aspects, pre appraisal activities and steps the CEO and board of directors should take to implement the key points covered in the presentation require addition support. Detailed Results (Rubric used: JDT Task 3) Articulation of Response (clarity, organization, mechanics) (0) Unsatisfactory (1) Does Not Meet Standard (2) Minimally Competent The candidate provides limited articulation of response. (3) Competent The candidate provides adequate articulation of response. (4) Highly Competent The candidate provides substantial articulation of response. The candidate provides The candidate provides unsatisfactory articulation weak articulation of of response. response. Criterion Score: 4.00 A1. Optimal Results (0) Unsatisfactory The candidate does not present the optimal results of a well-prepared and well-delivered performance appraisal. (1) Does Not Meet Standard The candidate presents the optimal results, with no detail, of a wellprepared and welldelivered performance appraisal. (2) Minimally Competent The candidate presents the optimal results, with limited detail, of a wellprepared and welldelivered performance appraisal. (3) Competent The candidate presents the optimal results, with adequate detail, of a well-prepared and welldelivered performance appraisal. (4) Highly Competent The candidate presents the optimal results, with substantial...
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...Case 2B (Mendel Paper Company) Discussion 1, Ethics in Cost Control Discussion 2, Fixed and Variable Costs WEEK 2 Written Assignment Case 3A (Auerbach Enterprises) Discussion 1, Product Costs Discussion 2, Job Order Costing vs. Process Costing WEEK 3 Written Assignment Case 5A (Glaser Health Products) Discussion 1, Allocating Joint Costs Discussion 2, Variable/Absorption Costing WEEK 4 Written Assignment Case 6B (Chester & Wayne) Discussion 1, Budgeting Comments Discussion 2, Standard Cost System Journal Budgets and Employee Morale WEEK 5 Discussion 1, Capital Investment Evaluation Discussion 2, Ranking Investment Alternatives Written Assignment Case 9A (Middlehurst House) WEEK 6 Final Paper, Analyze the Role of Managerial Accounting Discussion 1, Evaluating Performance Discussion 2, Non value- Added Costs in a Doctor's Office BUS 630 Managerial Accounting Entire Course Week 1 to 6 Purchase here http://homeworkonestop.com/BUS%20630/bus-630-managerial-accounting-entire-course-week-1-to-6 Product Description BUS 630, Managerial Accounting WEEK 1 Written Assignment, Case 2B (Mendel Paper Company) Discussion 1, Ethics in Cost Control Discussion 2, Fixed and Variable Costs WEEK 2 Written Assignment Case 3A (Auerbach Enterprises) Discussion 1, Product Costs Discussion 2, Job Order Costing vs. Process Costing WEEK 3 Written Assignment Case 5A (Glaser Health Products) Discussion 1, Allocating Joint Costs Discussion 2, Variable/Absorption...
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...In today’s competitive SCM market, it’s not so much about having the best company anymore, but more importantly who has the supply chain, and who can get the product out to meet standards of the customer? Supply chain managers are continuously faced with this major challenge from the top of their supply chain operations to the bottom. Effective supply chain management of an enterprise reduces costs, lead times, and inventories throughout the entire supply chain. Customers want the ‘perfect orders’ and expectations to reduce manufacturing costs put corporate supply chains under immense pressure. As a result, supply-chain management and infrastructure plays a significant role in organizational strategy and how a facility chooses to set up their operation. A. Analyze whether a Keiretsu network (Keiretsu: a Japanese term that describes suppliers who become part of a company coalition), a virtual company, a vertical integration, or a different supply chain strategy should be adopted. A virtual company strategy would not work for this type of operation because “vertical integration is counter to the benefits of specialization” (Heizer and Render, 2010). In this model of supply chain, the demands of more specialized products exist and there is more flexibility to waiver from centralized suppliers than Keiretsu or vertical integration offers. Much of This “fluidity” may allow for too much variability within and there is no sustainability as contracts can be short lived...
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...positions for them, such as supervisor, block leader, Super-Store-Manager, Super-Star-Store-Manager, and franchise owner. Chosen from store managers, superstar store managers are asked to handle a large amount of stock and budget, and their pay varies depending on their performance. By conducting this personnel policy, the company makes sure that each shop should be the solo profit center with its manager as a hard-working merchant, not an ordinary company employee who is supposed to do his job ordinarily. Young talented employees are always promoted rapidly. Every activity undertaken by every employee, from a person’s folding technique to the way advisers (floor salespeople are called advisers) return charge cards to customers (Japanese style, with two hands and full eye contact) are recorded and analyzed. The firm is now building a Uniqlo University in Tokyo where 1,500 new store managers will be trained each year. Japanese Fashion Chain UNIQLO Introduces Worldwide Equal Pay System Across Its Stores The introduction of these new policies will mean Japanese and foreign employees will be working under the same conditions and therefore subject to the same systems of evaluation with regard to their performance and attitudes towards work. It is believed that with everyone being on an equal footing, worldwide competition will also heat up. On the other hand, if the new pay system takes root it could mean a decrease in Japan’s comparatively high pay rates. Another area of...
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...1. Introduction Sam is an IT supervisor working for a medium sized security company. Ever since the purchase of a new information and payroll system, Sam has become demotivated, is consistently missing project deadlines and has shown no attempt at improving her performance. Below is the process that should be taken to terminate Sam’s employment. 2. Risks involved If managers have not been trained in how to handle performance issues, there is the risk that Sam could ask the Union to get involved. If termination is not conducted properly, there is the risk of Sam claiming unfair dismissal against her company. 3. How should the problem be handled? Sam’s Manager first needs to speak to the Human Resources Department to see what steps needs to be taken to ensure Sam is performance managed correctly. 4. Process of Termination 4.1. Poor Performance Process After discussing Sam’s performance and seeing that there has been no improvement, the next step is to begin the formal Poor Performance Process. The stages in this process include: • Poor Performance Warning • Official Warning • Subsequent Official Warnings • Final Warning • Termination Warning letters are useful to confirm and address a performance or conduct issue with an employee. Warning letters should only be issued after meeting with the staff member to discuss the problem that has occurred. Following this process can help resolve issues before the situation becomes worse. At all stages...
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...uses an accounting system that charges costs to the manager who has been delegated the authority to make the decisions incurring the costs. For example, if the sales manager accepts a rush order that will result in higher-than-normal manufacturing costs, these additional costs are charged to the sales manager because the authority to accept or decline the rush order was given to the sales manager. This type of accounting system is known as A. Responsibility accounting. B. Functional accounting. C. Reciprocal allocation. D. Transfer price accounting. Answer (A) is correct. (CMA, adapted) REQUIRED: The system in which additional costs are charged to the manager with authority for their incurrence. DISCUSSION: In a responsibility accounting system, managerial performance should be evaluated only on the basis of those factors directly, regulated (or at least capable of being significantly influenced) by the manager. For this purpose, operations are organized into responsibility centers. Costs are classified as controllable and non-controllable, which implies that some revenues and costs can be changed through effective management, If a manager has authority to incur costs, a responsibility accounting system will charge them to the manager’s responsibility center. However, controllability is not an absolute basis for establishment of responsibility. More than one manager may be able to influence a cost, and responsibility may be assigned on the basis of knowledge about the...
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... 6 PENALITIES FOR SPECIFIC OFFENSES 7-9 SUSPENSIONS & INVESTIGATIONS 8-9 PERFORMANCE MANAGEMENT POLICY 9-10 PERFORMANCE REVIEW TEMPLATE 11-13 PERFORMANCE IMPROVEMENT TEMPLATE 14-16 RECEIPT OF EMPLOYEE HANDBOOK AGREEMENT & AT-WILL POLICY 17 WELCOME TO OUR ORGANIZATION Dear Employee: Welcome to our organization. We are pleased that you selected to serve the most deserving clients in the world. Your professional and personal contribution to our organization will make a difference. This employee policy handbook is not all inclusive and is designed to help you learn the basics about our organization and its policies. If you have any questions on the information provided, ask your immediate supervisor, or the Human Resources Office. We all must work together to maintain a highly productive and efficient organization and your commitment is required. If you have questions, ask. If you have concerns, voice them. If you have ideas, bring them forward. We are counting on you to make a difference. We sincerely hope that your employment with us is a productive and learning experience, whether you are with us for 10 months, or 10 years. Again, welcome to our family. Changes in Policy Since our business is constantly changing, the company reserves the right to revise, modify, delete, or add to any and all policies, procedures, work rules, or benefits stated in this...
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...well-prepared and well-delivered performance appraisal Higher employee satisfaction – When an appraisal is exquisitely prepared and well delivered employees are prone to respond better to the feedback presented. The employees also come away from the meeting with a clear understanding of their performance and where improvement is needed. They will also have good understanding of the company’s goals both for itself and for the employee themselves. Improved Efficiency – After a well prepared and delivered appraisal an employee will know where they stand and what they need to do to improve their performance. The employee will also get direction on the company’s goals, mission and measurements and will be able to utilize these to streamline their performance and become better at their job. Strong business results - Since the employees have been presented and made aware of the company’s goals they have something to gauge their performance against making it easier to meet and surpass the targets set for them. More opportunities for advancement – This pretty much speaks for itself. The better understanding that there is of what is expected of employees, the better they will perform, the better their performance, the more they are noticed, which leads to a lot of good attention, which opens doors for advancement. Good Peer interaction and relationships – Employees who have a clear understanding of their roles and goals within the company, will also have a clear understanding...
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...for understanding and adhering to all policies contained within the following two documents: • • University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Coronel, C., Morris, S., & Rob, P. (2011). Database systems: Design, implementation and management (9th ed.). Mason, OH: Cengage Learning. Eckerson, W. W. (2011). Performance dashboards: Measuring, monitoring, and managing your business (2nd ed.). Hoboken, NJ: John Wiley & Sons, Inc. Hoffer, J. A., Ramesh, V., & Topi, H. (2011). Modern database management (10th ed.). Upper Saddle River, NJ: Pearson. Linoff, G. S., & Berry, M. J. A. (2011). Data mining techniques: For marketing, sales, and customer relationship management (3rd ed.). Indianapolis, IN: Wiley Publishing, Inc. Ponniah, P. (2010). Data warehousing: Fundamentals for IT professionals (2nd ed.). Hoboken, NJ: John Wiley & Sons, Inc. All electronic materials are available on the student website. Point Values for...
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...their performance and then go on to see how they manage them. This is so carried out so they can get the best performance out of the employees because different employees within the business need different ways of managing them. This leads on to the performance improvement of the employee, the measures leading companies use to effectively manage employee development, rewards/recognition, recruitment/selection, and employee satisfaction and morale amongst employees. Case Study on how Tesco Measure and Manage a performance of an employee Tesco is an international expanding retail company and for them to remain one of the best they must manage their staff successfully. Also they need to measure how well they are performing as an employee, this not only benefits Tesco with their sales but also the employee can see what areas they are exceeding at and where they are not exceeding in. There are many methods in performance management that Tesco take upon the development of a succcessful performance management system with the employees. Tesco believes that an employee must have a clear work plan of objectives that are linked with the goals of the company. Measurements and targets are used to assure whether an objective has been achieved for example; has the employee reached their sales total of the day. The outcome of this method is a positive one and mostly serves to deliver a range of value to both Tesco the business itself and the individual employee whose performance is being...
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...PCM ASSIGNMENT PERFORMANCE MANAGEMENT SYSTEM OF NTPC TABLE OF CONTENT * Performance Management: Meaning, System & Process. * Components of Performance Management System. * About the Company NTPC. * Performance Appraisal system of NTPC. * Performance Management System in NTPC. * Effectiveness of Performance Management System in NTPC. ------------------------------------------------- Performance Management - Meaning, System and Process Definition of Performance Management The role of HR in the present scenario has undergone a sea change and its focus is on evolving such functional strategies which enable successful implementation of the major corporate strategies. In a way, HR and corporate strategies function in alignment. Today, HR works towards facilitating and improving the performance of the employees by building a conducive work environment and providing maximum opportunities to the employees for participating in organizational planning and decision making process. Today, all the major activities of HR are driven towards development of high performance leaders and fostering employee motivation. So, it can be interpreted that the role of HR has evolved from merely an appraiser to a facilitator and an enabler. Performance management is the current buzzword and is the need in the current times of cut throat competition and the organizational battle for leadership. Performance management is a much broader and a complicated...
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...implementing an employee performance evaluation program and look at the advantages to the company from its use. We will also be talking about succession planning which aligns itself neatly with the evaluation program. Often Employee evaluations are seen as something burdensome by managers and useless or unfair by the direct reports who have been evaluated. Today we will address some of these concerns and look specifically at: benefits of employee evaluations, pre-appraisal activities/benefits, proper delivery of appraisal results, using evaluations to build value for the company, follow up process and furthering employees’ career goals, what models are being used, and team performance vs. individual performance. The latter portion of today’s presentation will be about the career succession planning process, and like the evaluation system, how this helps both the employee and the company. Slide 2: What are the positive results from a well prepared and well delivered appraisal? If anyone has had the occasion to be evaluated by a supervisor in the work place I would ask you to dwell for a moment on how the message was delivered. All too often in my personal experience I was left wanting after the evaluation process was finished. I have also been asked to write my own appraisals of my performance because my manager was too busy or uninterested in providing feedback of my performance. This can be extremely frustrating and lead to employee disenchantment with the company. Every employee...
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...Organizational Trends Organizational trends are not a new concept to the business world. They offer companies an opportunity create a more high-performance organization through the adaption of technology, communication, teamwork, and management skills. Of all the stress that can happen to companies because of the integration of these characteristics, it is important for the employees and employers to handle the new demands of stress on the employee. Employers must be able to give solutions on how employees handle these stresses and still work with the same efficiencies. Characteristics of high-performance workplaces and organizations Traditional and High-Performance Organizational Differences High-performance organizations share many of the same characteristics and objectives. Open communication is one of the more important characteristics. In order for there to be trust and respect in the organization there must be open communication. Communication within departments and among the organizations clients and vendors ensures that no one will be left without the proper channels to obtain the information that the clients or vendors need (Team A Discussion, 2010). High-performance organizations have the necessary technology available to their employees to help them perform at a higher standard than the standards of the traditional organization (Team A Discussion, 2010). These advances may be anything from the proper computer programs, faster computers, or employing off-site...
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...finally reached a consensus on the strategy for Ace Technology. The consensus was a critical milestone for the company and set the stage for a number of important change strategies. The task ahead was to make these plans a reality. A critical topic in the planning session was the antiquated compensation programs. The senior managers agreed that the compensation programs were too complicated and they conflicted with the key themes of the company’s new strategy. The base pay program emphasized the hierarchy of the organization and was not customer focused. The incentive plans were tied to individual accountability rather than group effort. The recognition programs were too limited in both was selected and who used them. Change needed to happen quickly if ACE Technology was going to regain its market leadership. Bill knew that changing the compensation plans was going to be very challenging, but it was too important to be delayed. As he entered his office, Bill thought, “ What do I do now?” Bill called his management team together to discuss linking human resources programs to the organizations’s new business strategy. He reviewed the changing conditions in the business environment and the rise of the new competitive forces. Although there were many opinions, few team members disagreed about the need to change. Bill reviewed the mission, vision, and values of the company. Although his staff members had heard this before, Bill outlined the company’s strategy against the critical...
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