Perhaps the most significant benefit of performance appraisal is that, in the rush and bustle of daily working life, it offers a rare chance for a supervisor and subordinate to have “time out” for a one-on-one discussion of important work issues that might not otherwise be addresses. Performance Appraisal offers a valuable opportunity to focus on work activities and goals, to identify and correct existing problems, and to encourage better future performance. Thus the performance of the whole organization is enhanced. For many employees, an “official” appraisal interview may be the only time they get to have exclusive, uninterrupted access to their supervisor. Said one employee of a large organization after his first formal performance appraisal, “In twenty years of work, that’s the first time anyone has ever bothered to sit down and tell me how I’m doing.” The value of this intense and purposeful interaction between a supervisors and Continue reading
Human Resource Management Basics
“Job Enrichment is Just a Fancy Name for Employee Exploitation”- Discussion
Job enrichment is operationalized with job descriptions and job specifications. Badly written job descriptions and job specifications restrict management’s freedom to make changes in job tasks, duties and responsibilities; and assign work to employees. Claims of employee exploitation will usually come from trade unions. To avoid industrial disputes with trade unions, it is critical that job descriptions and job specifications be clear, concise and understandable. This is particularly so with jobs that have A,B,C, classifications. Such jobs must be carefully distinguished by job title and clearly involve different job content and job requirements. Where ABC type classifications have developed for ‘historical’ reasons it is essential that a thorough job analysis be conducted to ensure that more than one level of the job actually exits. If this is not done, claims for “higher duties” payments or upgrade to a higher classification are likely to be an ongoing source of grievances. Precise Continue reading
Employee Value Proposition (EVP) – Definition and Importance
Employee value proposition (EVP), is the assessment of the relationship between employer and employee. This entails what an employee gets from his or her employer as a reward for work done. The measurement of this relationship defines the position of the company among its competitors. For instance, if employees feel that they receive an equal reward or even more rewards than their work, this implies satisfied employees. Mostly, such companies do not have regular employee turnover, as every employee feels comfortable. The employee value proposition entails a clear description of the real needs and clarification of the job expectations. Both the employer and the employee should be made aware of what to expect from one another. In most cases, the Employee value proposition (EVP) is defined by the employer by defining the unique qualities of the job in question, which would make it most attractive to a competent candidate. Another Continue reading
Extrinsic and Intrinsic Rewards – Impact on Individual and Organization Performance
In this competitive environment nowadays, organisations are predicted to be more aggressive on empowering the employees because the employees’ job satisfactions are important for the whole organizational performance. Because of this reason, in order to achieve the organization’s missions and goals, the effectiveness on managing the motivation of employees should not be excluded. The motivation such as employees’ satisfaction on their works or the rewards given to them leads to better performance in their organization. Rewards are the performance incentives that given by the company to the individuals due to their good work performance. There are two types of rewards that normally implemented by the organizations to motivate the employees, extrinsic rewards and intrinsic rewards. Based on the Vroom’s expectancy theory of motivation, extrinsic rewards are positively valued work outcomes that the individual receives from some other person in the work setting, include such things as pay, financial incentives, security, Continue reading
Pay Concept in Human Resource Management
Pay, the financial facet of reward, is an important form in reward system; after all, it is the main reason why people work. In a pay system design, the fundamentally compensation policy issues are pay level, pay structure, and pay form. Pay level refers to pay position of an organisation compared with other competitors in labor market. In a word, it refers to ‘how much’ employees are paid. Organisations can lag, lead, or match the market. Pay structure refers to a framework within which an organisation sets different pay levels for jobs or groups of jobs. In some organisations, it presents as pay grades. Pay forms are methods of rewarding people for their efforts to the organisation and influence employee motivation and performance. There are two types of pay – fixed pay and variable pay. Fixed pay is contractual compensation that regularly paid and does not vary according to performance Continue reading
Career Counselling in Organizations
Career counselling is a process whereby an employee is guided by a manager in performance-related behavior. The employee is unable to perform the job satisfactorily. His work behavior is inconsistent with the work environment and organizational culture. It is manifested in fighting, stealing, unexcused lateness and absence. Career counselling involves guiding of employee by a manager to overcome performance problems. The problem is desire-created based on unwillingness. Career counselling involves the following steps: Identification of the performance problem – The reason for poor performance should be identified. Specific job behavior should be objectively documented in terms of date, time, and what happened. The manager should have good listening skills to uncover the reason for performance problem. The manager should focus on job performance problems only, not the employee as a person. He should treat the employee objectively, fairly and equitably. Make sure the employee owns up the problem – The Continue reading