...Individual ASSIGNMENT Lecturer: DR. ANUSUIYA A/P SUBRAMANIAM Module name: Managing people and performance Intake: UC3F1511BM Date: 01/28/2016 Submitted by: Muhammad Hasnain Mehboob TP029765 Word count: 2145 Contents BACKGROUND OF THE COMPANY 4 Introduction 4 Their cause towards the society 4 Business fact and figures 5 PERFORMANCE MANAGEMENT SYSTEM 5 Importance of performance management 5 Unilever Performance management and performance appraisal 6 Performance management: Scorecard Approach 6 Performance appraisal: Performance Development Planning 7 Unilever reward strategy 7 Evaluation 9 Recommendation 11 Conclusion 11 References 12 BACKGROUND OF THE COMPANY Introduction Unilever has been in the business since the early 1880’s, their unique heritage shapes the way they do business today. The company’s corporate vision is for people to look good, feel better and get the best out of their lives. William Hesketh lever, the founder of Unilever had revolutionary ideas for new products which revolutionized hygiene and cleanliness in Victorian England in the late 1800’s, and today in the 21st century Unilever has over 400 brands focused on health and wellbeing of people. Some of world-leading brands including...
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...Expectancy Theory of Motivation, an approach to improving performance. Mark R. Mattox Western Governors University Expectancy Theory of Motivation “Expectancy Theory - A theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.” (Judge 07/2012, p. 224) Explanation of the Three Components and Relationships of the Expectancy Theory of Motivation The three components of Expectancy Theory of Motivation are expectancy, instrumentality, and valence. 1 Expectancy: Expectancy is related to the amount of effort that an employee exerts towards task performance. Expectancy incorporates the belief of an employee, that for a given effort there will be a given task performance. Expectancy also states that an increase in effort will lead to an increase in performance. The closer the correlation of effort to reward, the higher the expectancy factor will be. 2 Instrumentality: Instrumentality is related to the performance leading to a reward. Instrumentality incorporates the belief of an employee, that for a given performance there will be a proportional rewards for that employee. The higher the association of performance to reward the higher the instrumentality factor will be. 3 Valence: Valence is the value that the employee places on the reward...
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...and self-actualization.” After listening to Shank express how she had been treated before, I feel that her previous employer really missed on three of those needs. Esteem is the first one; Shank expressed feelings of disrespect and lack of interest in her from her old boss. She was also told that she was just another number and could be replaced at any time, therefore taking away any sense of security in her employer. Finally, belongingness, Shanks expressed on how her current employer makes her and other employees feel like they are part of the group by asking for input from them. Having your boss not show interest in what you do, demonstrates that your boss has no interest in you either. In order for those needs to met, one of the following needs to happen. Shank’s old boss needs to, pretty much, do the opposite of what he’s doing. Now, according to Fiedler’s theory of inflexibility, her old boss will most likely need to be replaced because leadership traits are directly linked to personality traits. Another option is for Shank to look for that "need” to satisfied by another employer, which, by the looks of things, that is exactly what she did. 2. Use the Expectancy Theory and/or the Equity Theory of motivation to explain how feeling underpaid might affect the work of a Flight 001 associate and what a manager can do to increase the employee's motivation. (25 points) The equity theory as described by Griffin (2011), suggests”… that people are motivated to seek social...
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...How to build a strong employer brand? In the competitive business world, companies strive to protect their most precious asset, talent. Talent shortage is a major challenge across industries where employees with suitable technical competencies and qualities are difficult to obtain and retain in the competitive employment market. In addition, as Baby Boomers who possess substantial valuable experience for the companies retire, Generation Y became increasingly vital in the company’s workforce; study has shown that 1 in 5 worker will be above 55 years of age by 2021 compared with 1 in 7 in the year 2005. Companies not only struggle to replace the positions of the retired workforce with younger candidates with similar capabilities, they also realize that the two generations have different workplace expectations and values. Candidates are looking beyond the basic wage and benefits; factors such as career prospect, reputation, international mobility and company values also play a significant role in candidate decisions. Therefore companies need to adjust their conventional hiring method to position themselves strategically in order to capture the awareness and commitment of the top candidates. In order to attract and retain young talents, companies need to differentiate themselves from their competitors with their employer brand. Unlike product brand names that can be managed with marketing to manipulate consumer perception, employer brand needs to be cultivated through time...
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...February 2013 The Importance of Maintaining Employee Satisfaction Employee satisfaction is a key component to the success of any business. Keeping employees’ satisfied and motivated within their careers should be a top priority for every employer for various reasons, including low turnover rates as well as quality work and high levels of production. Job satisfaction is described as "a pleasant feeling resulting from the perception that one's job fulfills or allows for the fulfillment of one's important job values"( Noe 308). Job satisfaction is ultimately based on values, perceptions and ideas of what is important. Employees will be satisfied with their jobs as long as they perceive that their jobs meet their values. There are various reasons as to why employees become unhappy with their jobs, including stress, lack of recognition, limited opportunities for growth, pay and benefits, as well as many others. Management should try their best to improve these factors in hopes to achieve a low turnover rate which will in turn help in the success of the business. Beginning with the hiring process, employers should actively seek employees who have a high interest level in that specific field or position. This point is very important according to Kristen Gregory who states, "an employee who has no interest in his or her field, or the position in which he or she begins in a job, may initially put forth his or her best effort. However, this employee will often become bored with the work...
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...The Basic Differences, from the employer’s viewpoint, in operating in a union-free environment vs. a unionized environment. Non-unionized workers are not the individuals that have no membership in a union nor have any type of union representation for them. Workers that have no union, works in an environment that is easily approachable to work with and more flexibility in being able to negotiate their own wages and benefits as an individual. The business owners that operate in non-unionized workplaces have more flexibility and freedom. Being able to have the freedom to negotiate directly from yourself with your manager/supervisor can produce substantial advantages for creating highly productive employees. Working within a non-unionized environment has its perks, but also has its cons in having to deal with the lengthy processes in dealing with individuals. To be able to have more freedom when having to deal with the dismissal process, but also being able to approach your supervisor on issues and negotiation processes. Being able to do at-will dismissal on an individual for violations of policy and contracts, this does avoid the lengthy process that unionized environments deal with. Having the ability to be able to just dismiss or remove employees that are not productive or become disruptive makes the workplace a pleasant working environment and in turn is able to protect the company and its assets and profits as well. Most companies do work with non-unionized environments...
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...Problem FAB Sweets Limited, a medium sized producer of candies, lacks the ability to recognize the need to revaluate and sync managerial policy with procedure. As a result of failed expectations between the employer and employees, the psychological contract (Ivancevich pg 141) is beginning to fail producing additional problems such as; low morale and poor attitudes, excessive waste of raw materials, a inter- supervisory conflict, and job dissatisfaction. Analysis Three variables influence workforce behavior; hereditary factors, abilities and skills, and attitude (Ivancevich pg 70). HB management must be able to recognize the factors that resulted in low morale and poor attitudes amongst the staff and take corrective measures to boost motivation for increased production. The hereditary factor in the department is that of man v. woman, production v. packaging specifically as it applies to the gender of the department supervisors. The male production supervisor is the driving force behind the pace of production but ignores the female packaging supervisors request to slow production at times for a decreased waste of raw materials. FAB would be more efficient as a company if each manager could work interdependently to balance the pace of production and the quality of units completed and ultimately eliminating the inter-supervisory conflict. The abilities and skills of the workforce must be addressed. The workforce is highly trained but their knowledge is under utilized...
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...compensation package that rewards all staff according to performance, and succeeds in appealing to their individual motivations is an enormous challenge for any organisation. Some find it easier to simply pay a percentage increase to all staff, irrespective of their performance. A literature review was undertaken to determine both the current and historical views of performance management. A vast amount of material has been written in journal articles and textbooks. All point to the complexity of the issue and the apparent inability to find a solution that will suit all. For the last 100 years, HR specialists, psychologists and economists have been collaborating to try and develop a system which would have broad appeal for both staff and employers. Many theorists contributed to the discussions, asserting that individual motivations for pay were based on the theory of agency, goal, control, expectancy, or reinforcement. Performance management systems are necessary to enable companies to enable them to attract, retain and motivate the best calibre of employees, thereby assisting companies to achieve their organisational goals. However, different people are motivated by different things. Some by money or other tangible rewards and some by the pleasure of completing tasks, intangible rewards. These are also referred to as extrinsic and intrinsic motivations. Rewards systems can be developed based on...
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...performance evaluation methods - An Ethical Challenge GROUP 8 11BM60041- Partha Pratim 11BM60048- Sumitpal Singh 11BM60058- Shilpa Taneja 11BM60110- Rana Vishal Singh Weaknesses in traditional performance evaluation methods - An Ethical Challenge Abstract/Situation Description The standard performance appraisal does not adequately address employer concerns in maintaining ethical and legal compliance. Globalization and increasingly stringent antidiscrimination legislation necessitates the need for an effective performance appraisal system. “(Some) 90 percent of performance appraisal processes are inadequate.” – Salary.com survey As demonstrated in the important California Supreme Court case of Guz vs. Bechtel National Inc., a laid off employee with lengthy service may offer in evidence a poor performance evaluation record against an employer in an attempt to prove age bias. Although Guz was unsuccessful with the age bias claim, the court opined that plaintiffs with long service may prevail if there is sufficient evidence that the employer’s proffered reasons for layoffs are pretextual. The implied warning by the court to employers is that pretextual use of performance evaluations may paradoxically become evidence against them to prove illegal retaliation or discriminatory intent. In another case, Robert Shaner was a computer programmer in Synthes. In August of 1992, he was diagnosed with multiple sclerosis (MS). However, he did not disclose his ailment to the company until...
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...Taylor who saw workers more as robots than people and human relations approach by Elton Mayo who saw his worker more as social people than as robots. In this essay, I would show the differences between management science and human relations. One of the differences between human relations and scientific management is that Human relations are based on motivation, group motivation, leader and most importantly the relationship between the employer and the employee. Mayo saw the workers as human beings and in order for the business to achieve its goals, the business organization must try understanding and respecting the emotions and satisfying of needs of the workers that are not monetary (Khan, 2008). Scientific management is based mostly on workers working at their fullest potential in order to achieve maximum productivity, Taylor saw the workers as machines that are meant to be given instructions on how to perform tasks without considering their human side. Another difference is the use of time and motion studies scientific management method involves time and motion studies which is basically a method of creating a standard for employee productivity through breaking down of task to its easiest form in a manner in which there is no wasted motion while the exact time for each correct movement is being measured to ensure the task is being done in the best possible way (Enock, 2006) while human relations while human relations method does not involve time and motion study but rather...
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...Is Intrinsic or Extrinsic Motivation Better? Motivation is a conceptual theory which used to explain and understand the reasons of individuals’ behaviors, actions and desires. Another explanation to motivation is that the psychological process that arouse and direct goal-directed behavior. From past to nowadays, motivation is a significant initiator in many incident. For instance, World War 1, World War 2, exploring new continent such as America, foundation of new companies, people’s life and etc. There need to be an initiator for incident to occur. Motivation is the first thing that comes to mind for the initiator role. There have been a lot of academic journals and researches about the effects and forms of motivation. Researches show that every human being has a different form and satisfaction level of motivation. In theory of Edward L. Deci and Richard M. Ryan which called the Self-determination theory focus to the choices that people make without any external influence and interference and the individual’s behavior whether is self-determined and self-motivated or happens with an external influence. This theory brings us to studies that happened in 1970’s which are the intrinsic and extrinsic motives. Intrinsic and Extrinsic motivations are the exactly the opposite of each other. “Intrinsic motivation occurs when we act without any obvious external rewards. We simply enjoy an activity or see it as an opportunity to explore, learn actualize our potentials.” (Coon, 2010)...
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...teams and individuals. The two main purposes of performance management are; Managers manage effectively. Promoting a two way system of communication between the supervisors and the employees for clarifying expectations about the roles and accountabilities, communicating the functional and organisational goals, and providing regular and transparent feedback to ensure the employee is aware of their current performance and whether they are on track to meet the objectives they have been set and giving continuous coaching and development. Individuals know what is expected of them. It gives the employees a greater understanding of what the business is trying to achieve and how the employee’s performance within their role will contribute to this achievement. It will maximise the performance of individuals within an organisation and will contribute to the business achieving its goals They will not only be aware of the standard of performance required by them but also how they are doing in relation to the required standards and how to develop their performance to help the business reach its objectives. Employee has a clear understanding of their role. Performance management will ensure the individual knows exactly what...
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...| Trends and Issues | | Ma Chere Gracita C. Reyes-Bilog | 04/25/2015 | Name: Ma Chere Gracita C. Reyes-Bilog C/Y/S: Masters in Business Administration S/T/R/D: MBA 518 / 1-4 PM / SHL 203 / Sat Professor: Dr. Leon R. Ramos, Jr. | Abstract Objectives: A. Cognitive: Identify the different rights of an employee. B. Affective: Develop a better understanding of the rights of the employee. C. Psychomotor: Apply the concepts to real-life situations and work conditions and be guided by the knowledge acquired in developing good corporate governance policies relating the rights of the employees. Definition of terms: Authorized Causes refers to the grounds of dismissal s to the grounds of dismissal that are allowed by law on grounds of business or organizational necessity (Atienza, 2004). Casual Employment refers employment which is neither regular, nor for a fixed period nor seasonal (Labor Code). It is one where an employee is engaged to perform a job, work or service which is merely incidental to the business of the employer, and such ob, work or service, is for a definite period made known to the employer at the time of the employment (Omnibus Rules Implementing the Labor Code). Constitution refers to the standard of validity for all acts, both public and private. It is a written instrument that serves as the fundamental or supreme law of the land (Carmelo, 2005). Corporate Governance refers to a system whereby shareholders, creditors...
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...technological, and natural resources in accomplishing the goals of a business entity. Because business can be usefully viewed as “systems”, business management can be seen as human action designed to facilitate useful outcomes from the system. This view allow for the opportunity to “manage” oneself, an important factor to consider before managing operations and employees. Human resources management is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. It is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Human Resources management is the strategic approaches to the management of an organization’s most valuable asset—the people who work for that organization and who, individually and collectively, contribute to the achievement of the objectives of the business. Simply put, human resources management means employing people, training them, developing their talents, and utilizing, maintaining and compensating them for their services as appropriate to the requirements of the organizations. The competitive nature of twenty-first-century global commerce requires that businesses to be managed strategically by managers who are knowledgeable in the principles of the field....
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...Table of contents 1. Introduction 3 2. Research and findings 3 2.1 Government 3 2.2 Political Economic System 5 2.3 Employment laws and regulations 5 2.4 Economy 7 2.5 National Culture and Hierarchy 9 2.5.1 Hofstede’s dimensions 9 3. Analysis 12 3.1 Government 12 3.2 Political Economic System 13 3.3 Employment law and regulations 14 3.4 Economy 14 3.5 National Culture and hierarchy 15 4. Conclusion 17 References 18 1. Introduction The Kingdom of Sweden; IKEA, VOLVO, forests, lakes, snow, democracy, how is it up there? We all know about how well IKEA is doing, and we all know about Zlatan and Abba… but how do we become equally successful? The demands on Human Resource Management is currently increasing as it has been widely discovered and discussed that it directly affects the economic growth. What do we have to think about when we develop our HR department? In this paper we will analyze the institutional context of Sweden and evaluate what impact they have on the decision making of Human Resource management. As students of Economics and Business it is a vital part of our education to go in depth to actually understand and be able to adapt our theoretical skills in a new country. To do this we will consider the government aspect, with political system and political landscape included and its affect in the context of people management practices. Subsequently, the political economic system and its impact will be reviewed, looking at aspects such as welfare...
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