HRP2730 Welcome to week 4. JOURNAL WRITING How did it go?
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Transcript of HRP2730 Welcome to week 4. JOURNAL WRITING How did it go?
HRP2730
Welcome to week 4
JOURNAL WRITING
How did it go?
TODAYS OBJECTIVES
Review TESCO Case study and discuss questions
pertaining to the case.
Impact of technology on HRM.
Performance management
Performance management - review and discuss case
Formal appraisal
Journal entries
PERFORMANCE MANAGEMENT
Performance management (PM) includes activities that ensure that
goals are consistently being met in an effective and efficient manner.
Performance management can focus on the performance of an
organization, a department, employee, or even the processes to build a
product or service, as well as many other areas.
Studies have identifies a strong link between performance
management systems (set f integrated management practices)and an
organizations success. These studies demonstrate that “what gets
measure, gets done” and that ongoing feedback to the employees is
critical to achieving goals
PURPOSE FOR MANAGING PERFORMANCE
Compensation purposes – most employees believe their pay is the
major outcome of performance review. It can be anything from an
increase in salary to some other type of incentive - all with the
intention of motivating employees.
Administrative purposes – promotion, transfer and layoff decisions.
Measurement of performance – overall success of organization.
How well did employees perform in compared to established goals
Developmental purposes – provides feedback for discussing
strengths and areas for improvement.
W H O S H O U L D P R O V I D E P E R F O R M A N C E I N F O R M A T I O N
Manager/supervisor
Self-review
Subordinate appraisal
Peer review
Team review
Customer input
HOME VS. HOST COUNTRIES REVIEWS
It can be difficult for home countries to assess the performance of
employees working abroad. Performance assessment with a North American
management style can cause problems in other countries – superiors may
have different expectations for what constitutes good performance.
Geographical distances can create communication problems.
Local cultures can may influence ones perception of how well an individual
is performing
If performance is not successful, careful attention needs to be paid to the
local environment before terminating employees. In some cases, such as
China, there ,are restrictions to when workers can be terminated.
CASE STUDY
This case study describes a common situation where a newly appointed manager
needs to be set performance management objectives by his line manager.
As is frequently the case, there are probably too many items to go into the suite of
objectives for the year, so the manager will have to exercise some discretion over
what goes in and what stays out.
Also there are probably a couple of items that just need to get sorted out rather
than captured in a formal appraisal paperwork. Or is this not the right approach?
Surely not all of the objectives can have timescales attached? Or can they?
BENEFITS OF APPRAISAL
Perhaps the most significant benefit of 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 addressed.
Almost universally, where performance appraisal is conducted properly, both supervisors and subordinates have
reported the experience as beneficial and positive.
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 subordinate should not be
underestimated.