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
HRM Concepts
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
Integrating Balanced Scorecard (BSC) With Compensation Strategies
The Balanced Scorecard (BSC) is a tool utilized in corporations for the purpose of compensating workers in a way that is beneficial for both the management and the workforce. The Balanced Scorecard technique aids assessment of corporation performance in terms of monetary and non-monetary aspects. Connecting compensation to the Balanced Scorecard is useful because it acts as an equitable way of evaluating performance of companies by utilizing similar standards. The connection between company profitability and the amount of reward motivates employees to improve their performance. Realization of company’s goals is possible with the implementation of Balanced Scorecard and compensation. Usually, achievement of the goals and objectives of the company depends on the productivity of workers. Utilization of the Balanced Scorecard motivates workers to improve their performance and in turn achieve rewards. The linkage between the Balanced Scorecard and compensation operates well within the organization which possesses established quality programs. Assimilation Continue reading
360 Degree Feedback – Meaning, Process, Pros and Cons
360 degree feedback is an assessment evaluation tool that is focused on employee job performance from a multisource perspective. It is also referred as a multisource assessment or a multi-rater feedback since it relies on information from various actors. Ideally a 360 degree feedback assessment is done by evaluating an employee job performance through a comprehensive investigation of their working relationship, from both an internal and external perspective. The idea is to generate an accurate assessment of an employee job skills, quality of work output and team work abilities that can be relied for employee assessment and job evaluation. The term “360 degree feedback” was introduced in the 1990-s as systematic collection of information on the results of an individual or a group obtained from the environment. It is intended to obtain an informative feedback from the manager, subordinates, peers and management. In some cases there may be used a Continue reading
360 Degree Performance Evaluation – Meaning, Process, Advantages and Disadvantages
Meaning and Process of 360 Degree Performance Evaluation Performance evaluations are an official interaction between managers and employees in which the manager assesses job performance and discusses in detail strengths, weaknesses and opportunities for development of the employee. Performance reviews serve as an important part of a human resource management systems. Measuring job performance, developing leadership skills, and designing a career path are the major uses of performance appraisal. Ideally, management conducts appraisals in an objective, consistent, and fair way. There are different forms of appraisals that organizations may choose to employ, including, 360 degree performance evaluation, management by objectives and a rating scale. A 360 degree performance evaluation (sometimes referred to as 360-degree feedback), utilizes input from oneself, colleagues, subordinates, and customers, as well as managerial feedback to complete the appraisal of job performance. The philosophy behind gaining feedback from a self-assessment and a variety of additional sources is Continue reading
Data Security and Employee Confidentiality in HRIS Systems
HR data are typically confidential and sensitive. Consequently, a key concern with Human Resources Information System (HRIS) is the potential for the invasion (and abuse) of employee privacy by both authorized and unauthorized personnel. It is important for ensuring employee and management confidence in a HRIS to thoroughly explore questions about user access, data accuracy, data disclosure, employee rights of inspection and security. Failure to do so may result in ethical, legal and employee relations problems of a magnitude which could destroy the credibility of the system. ‘Establishing security and end user privileges’, says O’Connell, ‘calls for a balance of incorporating HR policy, system knowledge and day to day operations.’ The Human Resources Information System security checklist is: Review all PC-based HR applications. Verify that all users are properly trained in the secure use and handling of equipment, data and software. Ensure that all users sign-off (log-off) before they leave Continue reading