...PERFORMANCE APPRAISAL AT Submitted to: Mr Haroon Ahmad December 15th, 2011 Table of Contents Introduction 3 Pepsi Pakistan 3 Research Methodology 6 Human Resource Management 8 Performance Appraisal 9 Uses of Performance Appraisal 11 Methods of Performance Appraisal 13 Management by Objectives 16 How is PDR conducted at PepsiCo? 18 Process of Performance Appraisal ...
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...Have Learned From Human Resource Management Class Owen Li Samford University Brock School of Business Abstract I have been taking Dr. Robert W. Service’s Human Resource Management (HRM) class for four months, and I was able to learn insightful thoughts and valuable objectives of human resource management. In this paper, I will discuss the knowledge, principles, and theories I have learned from the articles I have read, the HR managers I have interviewed, and the HRM classes I have taken. The paper will discuss HRM in terms of interviewing and hiring, training, employee development, succession planning, and appraisals. I will also discuss the work environment, employee protection, technologies, and overall HR management-planning and forecasting. Keywords: human resource management, interviewing and hiring, training, employee development, succession planning, appraisals, work environment, employee protection, technologies, overall HR management-planning and forecasting What I Have Learned From Human Resource Class No matter which topic we discuss in our HRM class, they all somehow relate to one objective that Dr. Robert W. Service emphasizes to us all the time: “the organization has the right people in the right positions with the right training and motivation to do tasks effectively and efficiently at the right time” (Service and Loudon, 2010). With this primary HR objective in mind, I realize that HRM plays a very important role in human resource allocation for...
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...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 of Management and Center for International Studies, College of Business Administration, University of Missouri-St. Louis; Dan Ispas and Greg F. Schmidt, Department of Psychology, University of South Florida. performance management system. The question of whether ratings formed under different instructional sets (e.g., research vs. administrative purposes) leads to major differences in...
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...Programme | Learner Name | | Unit: | Unit 16: Human Resource Management in Business | Learner Number | | Assessor | Cedainne Hart | Learner Signature | | Learning Outcomes | 1 Know the factors that are involved in human resource planning in organisations2 Know how organisations motivate employees3 Understand how to gain committed employee cooperation4 Understand the importance of managing employee performance at work. | Issued | | Date | | Submission Date | | Received By | | Review Period | | | | | Progress of the student | | | Date / Signature | | UNIT DESCRIPTION Human resource management is a dynamic activity in any organisation as it takes place against a changing economic, technical, legal and social background. It is important for learners to appreciate that effective human resource management means getting the best out of the people who work for an organisation in order to ensure the organisation fulfils its purposes, whether it is a football club winning the premiership, or a hospital increasing the success rates for medical operations. Many organisations say that their employees are their most valuable resource because of their skills, knowledge and attitudes. As labour is both an expensive and valuable resource, it is important to ensure it is planned and that the best value is obtained from employees contributions. Human resource managers have to plan their human resource requirements against a background of internal and...
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...Goals and Motivation 1 Goals and Motivation G J BUS 303 Human Resources Management Instructor: R 18 Feb Goals and Motivation 2 “Performance Appraisal is the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development. Performance appraisal is generally done in systematic ways in order to enable supervisors to more accurately or fairly measure the pay of employees and compare it with targets and plans.” (MSG, 2008) The supervisor can critique the factors behind work performances of employees and are at a level/position to guide the employees towards self-improvement. Performance appraisal can be done with the following objectives in mind: To maintain records in order to determine compensation packages, wage structure, salaries and raises; identify the strengths and weaknesses of employees, to maintain and assess the potential present in a person for further growth and development, to provide a feedback to employees regarding their performance and related status. Basically it is essential (if done properly in a positive light) in order for a company to be successful and efficiently achieve its strategic objectives while serving as a basis for influencing (through motivation) the work habits of employees. Essentially, performance appraisal is an investment for the company which can be justified by the following advantages: “[Promotion and compensation, packages...
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...HRM The evolution of human resource management as a distinct profession dates back to the industrial revolution when factories established personnel departments to look into wages and welfare of workers. * slide 1 of 5 To understand the evolution of Human Resource Management, one must first understand its basis. The origins of workforce management lies in the arrangements made for the welfare of apprentices working with the master craftsmen in the putting out system that prevailed during the medieval ages. The industrial revolution that led to the establishment of factories displaced the putting out system. The workers in the early factories faced long hours of works under extremely unhygienic conditions, and mostly lived in slums. This soon resulted in several labor riots, the most famous being Ludds riots of 1811 in Nottingham, England, precipitated by reduced wages. The government soon intervened to provide basic rights and protections for workers, and the need to comply with such statutory regulations forced factory owners to set up a formal mechanism to look into workers wages and welfare, and redress other issues concerning labor. This led to the emergence of Personnel Management as a distinct profession. * The Personnel Management Approach The Personnel Management approach that remained in vogue for much of the 20th Century remained administrative in nature. Arising out of the need to enforce statutory compliance, it concerned itself primarily with ...
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...The history of human resource management started with providing welfare measures to apprentices of the putting-out system. The first personnel department came in the early 20th century. Human resource management has evolved through the ages and gained importance with each passing age. The Origins of Workforce Management The earliest forms of human resource management were the working arrangements struck between craftsmen and their apprentices during the pre-Industrial cottage-based guild system. The apprentice lived in the workshop or home of his master, and the master took care of his health and welfare. The Industrial Revolution of the mid-eighteenth century led to the emergence of large factories and the displacement of cottage-based guild manufacturing. The unhygienic and arduous work in factories led to many labor riots, and the government stepped in to provide basic rights and protections for workers. The need to comply with such statutory regulations forced factory owners to set up a formal mechanism to redress issues concerning labor. The National Cash Register Company (NCR) established the first personnel management department to look into issues such as grievances, safety, dismissals, court cases, and also record keeping and wage management, in the aftermath of a bitter strike and lockout in 1901. Many other factories soon set up similar personnel departments. The role of such labor departments in factories was a continuation of their previous commitment to monitor...
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...Personnel Management and Human Resource Management: 3 LO1-1.2: The function of Human Resource Management in contribution to Organisational Purposes: 3 Introduction An organization is driven by human capital and the quality and effectiveness of the organisation is determined by the quality of the people that are employed. the resources of men money material and machine are collected and coordinated through people. Without people organisation cannot exist. Success for most organisations depends on finding the employees with the skills to successfully perform the tasks required to attain the company’s strategic goals. Management decisions and processes for dealing with employees are critical to ensure that the organisation gets and keeps the right staff. Personnel management refers to the managerial function of estimating and classifying of human resources requirements for meeting organisational goals. It involves strategies that ensure sufficient staff, a right combination of talent and performance in jobs. Human resource management (HRM) is the governance of an organization’s employees. HRM is sometimes referred to simply as human resources (HR). A company’s human resources department is responsible for creating, implementing and/or overseeing policies governing employee behaviour and the behaviour of the company toward its employees. Human resources are the people who work for the organization; human resource management is really employee management with an emphasis...
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...HR PRACTICES AND KNOWLEDGE MANAGEMENT: According to Edvardsson (2008) knowledge-oriented human recourse practices can improve firms’ knowledge sharing processes through two different ways. First, firms can use such human resource management (HRM) practices which can provide a foundation for acquiring and encouraging firms’ employees. Second, firms can use such sorts of HRM practices for building an organizational culture that support the knowledge capture, transfer, and use. Chen and Huang (2011) stated that HRM practices and policies are the key sources by which organizations can influence on the individuals’ behaviors, attitudes, and skills. In this fast-growing environment, where flow of information resources or knowledge transfer processes...
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...The key function of managers is 'getting things done' through employees. The following assignment looks at the role of motivation and why it is essential for managers to be aware of the various motivational theories and how the motivational theories could be implemented in a professional context to achieve organisation's goals and objectives. Motivation has been defined as: the psychological process that gives behaviour purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, & Lindner, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian, 1993). Organisations exist to achieve corporate objectives and employees working in those organisations aide in achieving those objectives by working towards their individual goals and targets. In an ideal world, if every individual was providing his best performance then organisational goals would be met sooner too; however in the real world it is often not the case. Organisations lag behind and more often than not the reason is a demotivated staff. An understanding of the basic human nature is important for effective employee motivation in the workplace and also for effective management and leadership. Struggling with your essay? We can help! We can help get your coursework back on track, take a look at our services to learn more about how we can help. Custom Written Work Guaranteed on Time ...
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...Introduction This paper entails the critical analysis on the Global Mining (GM) case study whereby the human resource (HR) related issues are identified through GM’s problems and a provision of 3 HR strategies targeting at 3 key HR issues. This paper also address the possible implementation challenges that GM may face so as to mitigate them. However, detailed implementation approaches of these strategies are beyond the scope of this paper. HR Strategies There are growing evidence of positive impact HR strategies have on organisational effectiveness and performance (Boselie, Dietz and Boon 2005; Combs et al. 2006; Guest et al. 2003; Huang 2000). Lee, Lee and Wu (2010) quoted Mondy et al. (2002) on the boundary of HR strategies to include five key functions: staffing, human resource development, compensation and benefits, safety and health, and employee and labour relations. Based on Lee, Lee and Wu (2010)’s own study, which extended Mondy et al. (2002)’s HR strategies to include teamwork, HR planning, performance appraisal and employment security, they concluded that HR strategies do attribute to a company’s performances. The espousals of HR strategies are critical in motivating employees’ commitment towards corporate’s strategic objectives (Buller and McEvoy 2012). GM’s HR Director, Susan Maffat, commented on unclear HR strategy offers an indication of GM’s poor or ineffective/inefficient HR strategies. The following problems currently faced by GM are the manifestation of...
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...BAM 411 Human Resource Management Unit 3 Examination Follow Below Link to Download Tutorial https://homeworklance.com/downloads/bam-411-human-resource-management-unit-3-examination/ For More Information Visit Our Website ( https://homeworklance.com/ ) Email us At: Support@homeworklance.com or lancehomework@gmail.com 1. The process of evaluating an employee’s current and/or past performance relative to his or her performance standards is called ________. • employee selection • recruitment • performance appraisal • organizational development 2. The “S” in the acronym for SMART goals stands for ________. • straightforward • specific • strategic • support 3. Who is the primary person responsible for doing the actual appraising of an employee’sperformance? • the EEO contact person • the company appraiser • the employee’s direct supervisor • None of the above. 4. Because in most organizations there is a hierarchy of goals, employee performance standardsshould ________. • make sense in terms of the broader organizational goals • be standard • be decided by the top executive • All of the above. 5. Besides the supervisor, which of the following is available to managers as an alternative sourceof performance appraisal information? • the employee • rating committees • peers • All of the above. 6. Suppose you have five employees to rate. You make a chart of all possible pairs of employees for each trait being evaluate Then, you indicate...
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...process. However this change in role has influence on both the existing HRM activities directed at the employees as well on new HRM activities directed at the customers. This research shows most important changes within the HRM functions: Reqruitement, Performance appraisal and rewarding. Key words: Lead user involvement, HRM, customer employee interaction 1JM06 – N.F.J. Hubbers – HRM FOR CUSTOMERS Introduction Within the technical innovation environment we see an up march of the involvement of the so called lead users, which are users of a product or service that currently experience needs still unknown to the public and who also benefit greatly if they obtain a solution to these needs (Von Hippel 1986). New perspectives within organizations have emerged over the past decades focusing on the co-creation of value as more leading companies acknowledge the potential benefits from attracting important stock holders (such as lead users) into the innovation process. Since this involvement results in mutual influence on both the employees within the organization as well on these lead users they should not be considered as isolated parts of the management process. HRM can provide the solution to this management challenge as HRM has become the key department in developing and improving organizational effectiveness (Pfeffer, 1995; Ferris et al., 1999). However this topic regarding the involvement of lead users is usually investigated separately from HRM, as most HRM...
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...Human Resource Management Introduction Human resources management is defined as a scheme of activities and strategies that focus on how to manage employees successfully at all levels of an organization to achieve organization objectives (Byars & rue 2006). According to Stone (2005) HRM is important to determine the effective and efficient use of people in achieving the organization’s strategic, business objectives and the satisfaction of individual employee needs. In order to have a successful HRM it is important to have a strategic HRM, strategic HRM is the process of interconnecting the HR purpose with the strategic objectives of the organization in order to increase performance (Bratton 2013). There is several importance of strategic HRM which is to focus on performance and consistency of its business, bridge between business strategies and human resources practices, identifying and analyzing the external opportunities and threats may impact to the organization, and help companies work harder to meet the needs of their employees (Mathanas 2011). SWOT analysis is part of strategic HRM due to SWOT can determine the future of an organization that are referred to strategic factors. SWOT analysis in HRM is defined as a tool that helps organization assist issues within external which includes assessment of strength, weaknesses, external opportunities and threats, and provides an outline for strategic decision making in HRM (Colbert 2013). According to Chen & Brunenski...
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...REVIEW OF RELATED LITERATURE The study focuses on the human factors affecting the high performance of faculty members in university. The subjects provided in this chapter helped in obtaining the objectives of the study. Several studies had proven that there was actually an existing problem on the performance of employees in Cavite State University. An employee must be a communicator, a leader, a role model, and a collaborator. Each individual member of a team should understand exactly what their responsibilities and expectations are, and as their supervisor, an employee should work to help them reach those goals. Some people find performance management to be a difficult role to play. Some people in particular have difficulty when it comes to evaluating performance. But when it’s done well, performance management is about partnership and motivation at work. If it’s done from this perspective, there is nothing to be uncomfortable about. When this perspective is shared with your employees and they learn to see it that way, performance management becomes a powerful tool that helps your team to become more successful. (Tschiesche, 2013) Measuring performance is of great importance to an incentive plan because it communicates the importance of established organizational goals. “What gets measured and rewarded gets attention” (Bohlander et al, 2001). In discipline of human resource management, different writers suggest the following indicators for measuring employee performance...
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