Reward management entails the formulation, maintenance, communication and evaluation of reward processes that assist an organization in enhancing its performance as well as achieve its objectives. Successful organizations manage their reward practices in such a way that enables them to come up with accurate predictions with regards to what innovations are best suited for the organization as well as ensuring that whatever activities that they engaged in currently will assist them in delivering the expected results. Such organizations strive to avoid ‘folly of rewarding A while hoping for B’. These organizations opt for the evidence based management approach. Evidence-based reward management refers to the kind of management approach that is justified by improvement in the organization’s performance. In other words, it implies that the effectiveness of the reward management approach can be measured against a certain set of indicators to ascertain whether they have impacted the performance of the organization in Continue reading
HRM Concepts
Significaance of Performance Management in Modern Organizations
Performance management is assessing the process of achieving goals and objectives to unsure that it is successful through communication and taking the right action. There are functions for evaluating how equipments behave so that effective work is done through proper performing systems and altering the systems that do not perform well. In the organization, performance is looked at in terms of actual results for the improvement to be done if actual results are less than the desired results. Objectives should be set through proper planning and intervention of managers in giving feedback about the progress that has been made and ensure there is performance appraisal to individuals based on their overall contribution. Performance management is used by businesses to attain strategic goals through getting the necessary information for achieving the goals and have networking process that link objectives of individuals who make great contribution to the enterprise with the goals Continue reading
Donald Super’s Career Development Theory
Career theories are usually based on circumstances such as social, economical and environmental. The modern concept of career is a product of the industrial age. Traditionally, organizations would structure people’s career paths and lives. During these times, work was concentrated in employment, learning was concentrated in education and education gave way to employment. Career counseling was a concept introduced to the education systems to help individuals transit from one sector (education) to another. Continuous improvement in career was viewed as a lifelong process. Donald Super in 1953 shed light on this idea and proposed a theory. Holland in 1956 expanded on the psychology of personality in relation to career development and career choice. These two theories in particular and multiple others have included psychological and social aspects to the understanding of the career choices that people make. Career theories look at the complexity of career choice, adjustment and development. Donald Super’s Continue reading
High Performance Working (HPW) Approach to Organization Performance
Business leaders should implement powerful concepts in their organizations to meet employees’ needs and improve performance. The High Performance Working (HPW) approach is one of the concepts that can make a difference in a given organization. This approach has been embraced by managers to create and sustain High Performance Work Systems (HPWS). The Concept and Components of High Performance Working (HPW) According to the United Kingdom Commission on Employment and Skills, High Performance Working (HPW) focuses on the best strategies to manage organizations and empower employees to focus on every business objective. The implementation of the concept has been considered to maximize employee commitment, thereby delivering improved levels of performance. The model is designed in such a way that employees are guided and supported to put adequate efforts into their activities. Consequently, the workers utilize their competencies and ideas in an attempt to support the goals of the targeted organization. Continue reading
Unitarist and Pluralist Perspectives in Human Resources Management
Employee relations and management is an essential aspect of organisations. This cuts across organisations that prevailed in ancient days and the organisations in the modern days. Different models and perspectives have been adopted by various organisations to manage employees. The employee relations in organisations emerged amidst industrial relations which began in the 1920s in Europe. During this time, ‘industry’ was the term used to mean ‘the manufacturing firm’. However, in modern days, the meaning of the word has expanded to include the manufacturing firms and other sectors of the economy that do not deal with manufacturing. The definition of industrial and employee relations covers all forms and kinds of employment. Scholars in the field of industrial and work relations have come up with three management perspectives that differ significantly. These perspectives are different in their explanation, understanding and analysis of relations at places of work. These theories include the unitarist Continue reading
Causes of Low Levels of Workplace Productivity
Organizations which have goals to achieve require happy and satisfied staff. Organizational climate serves as a measure of individual feelings and perceptions about an organization. Organizational climate includes leadership styles or management, participation in decision making, provision of challenging jobs to employees, personnel policies, reduction of boredom and frustration, provision of good working conditions, provision of benefits and creation of suitable career ladder for academics, In case there is some form of dissatisfaction. The organizational climate is viewed as characterized by the following factors: Unchallenging jobs, lack of recognition for work done well through merit or announcements in meetings, shortage of personnel where they are expected to perform responsibilities, which were supposed to be performed by other employees, lack of feedback about performance, poor communication where there is no two-way communication between subordinates and managers and lack of staff development activities which prevent personnel from being equipped with skill and Continue reading