Participating leadership, delegation, empowermentYen LE
understand how leaders make decisions, share power to subodinates and empower members of organization in three aspects: Participative Leadership, Delegation, and Empowerment.
Organizations need to reconsider why 70% of changes fail. There are hidden natural tensions in organizations that have a great impact on change. Strong leaders can work with natural human motivation to reduce the tension and manage the change.
Best slides for employees empowerment.
Must Download.
This slide is focusing on the introduction, benefits, process,challenges and advantages and disadvantages of the employees empowerment including levels of employee empowerment.
HUMAN PERFORMANCE
Why we hate performance management–—And why
we should love it
Herman Aguinis *, Harry Joo, Ryan K. Gottfredson
Kelley School of Business, Indiana University, 1309 E. Tenth Street, Bloomington, IN 47405-1701, U.S.A.
Business Horizons (2011) 54, 503—507
www.elsevier.com/locate/bushor
KEYWORDS
Performance
management;
Strategic goals;
Appraisal;
Feedback;
Coaching;
Human resources
Abstract Individual performance is a building block of organizational success. Not
surprisingly, virtually all organizations have in place some type of performance
management system. Yet, managers and employees are equally skeptical that per-
formance management adds value; usually, it is seen as a waste of time and resources.
We argue that the potential benefits of performance management are not realized
because most systems focus exclusively on narrow and evaluative aspects such as
performance appraisal. Herein, we offer a broader view of performance manage-
ment, including discussion of how it differs from performance appraisal. We highlight
specific and important benefits of performance management for employees, man-
agers, and organizations. We also describe research-based conclusions regarding how
performance management systems should be designed and implemented to realize
these benefits. We hope our article will demonstrate that well-constructed perfor-
mance management systems should not be hated, but rather embraced.
# 2011 Kelley School of Business, Indiana University. All rights reserved.
1. Introduction
As noted by former Siemens CEO Heinrich von Pierer,
‘‘whether a company measures its workforce in
hundreds or hundreds of thousands, its success relies
solely on individual performance’’ (Bisoux, 2004).
This view is held by many; Heinrich von Pierer is
certainly not alone in this train of thought. Results of
a survey including senior executives from the Sun-
day Times list of best employers in the United
Kingdom indicated that performance management
is one of the top two most important human re-
source management functions in their organiza-
tions. Management scholars agree (Liu, Combs,
* Corresponding author.
E-mail address: [email protected] (H. Aguinis).
0007-6813/$ — see front matter # 2011 Kelley School of Business, I
doi:10.1016/j.bushor.2011.06.001
Ketchen, & Ireland, 2007; Platts & Sobótka,
2010). Accordingly, virtually all organizations–—
ranging from universities to governmental and pub-
licly traded firms–—implement some type of system
to assess the performance of individual workers. In
fact, results of a survey of 278 organizations, about
two-thirds of which are multinational corporations
from 15 different countries, showed that more than
90% implement a formal performance management
system (Cascio, 2006). Despite the popularity of
performance management systems, dozens of stud-
ies indicate the consistent result that firms are not
managing employee performance very well. Specif-
ically, only 3 in 10 employees believe t ...
Redesigning employee performance management is no longer just a "nice to have", it’s imperative. The days of organizations relying on cookie-cutter annual reviews or simple assessments are long gone.
Participating leadership, delegation, empowermentYen LE
understand how leaders make decisions, share power to subodinates and empower members of organization in three aspects: Participative Leadership, Delegation, and Empowerment.
Organizations need to reconsider why 70% of changes fail. There are hidden natural tensions in organizations that have a great impact on change. Strong leaders can work with natural human motivation to reduce the tension and manage the change.
Best slides for employees empowerment.
Must Download.
This slide is focusing on the introduction, benefits, process,challenges and advantages and disadvantages of the employees empowerment including levels of employee empowerment.
HUMAN PERFORMANCE
Why we hate performance management–—And why
we should love it
Herman Aguinis *, Harry Joo, Ryan K. Gottfredson
Kelley School of Business, Indiana University, 1309 E. Tenth Street, Bloomington, IN 47405-1701, U.S.A.
Business Horizons (2011) 54, 503—507
www.elsevier.com/locate/bushor
KEYWORDS
Performance
management;
Strategic goals;
Appraisal;
Feedback;
Coaching;
Human resources
Abstract Individual performance is a building block of organizational success. Not
surprisingly, virtually all organizations have in place some type of performance
management system. Yet, managers and employees are equally skeptical that per-
formance management adds value; usually, it is seen as a waste of time and resources.
We argue that the potential benefits of performance management are not realized
because most systems focus exclusively on narrow and evaluative aspects such as
performance appraisal. Herein, we offer a broader view of performance manage-
ment, including discussion of how it differs from performance appraisal. We highlight
specific and important benefits of performance management for employees, man-
agers, and organizations. We also describe research-based conclusions regarding how
performance management systems should be designed and implemented to realize
these benefits. We hope our article will demonstrate that well-constructed perfor-
mance management systems should not be hated, but rather embraced.
# 2011 Kelley School of Business, Indiana University. All rights reserved.
1. Introduction
As noted by former Siemens CEO Heinrich von Pierer,
‘‘whether a company measures its workforce in
hundreds or hundreds of thousands, its success relies
solely on individual performance’’ (Bisoux, 2004).
This view is held by many; Heinrich von Pierer is
certainly not alone in this train of thought. Results of
a survey including senior executives from the Sun-
day Times list of best employers in the United
Kingdom indicated that performance management
is one of the top two most important human re-
source management functions in their organiza-
tions. Management scholars agree (Liu, Combs,
* Corresponding author.
E-mail address: [email protected] (H. Aguinis).
0007-6813/$ — see front matter # 2011 Kelley School of Business, I
doi:10.1016/j.bushor.2011.06.001
Ketchen, & Ireland, 2007; Platts & Sobótka,
2010). Accordingly, virtually all organizations–—
ranging from universities to governmental and pub-
licly traded firms–—implement some type of system
to assess the performance of individual workers. In
fact, results of a survey of 278 organizations, about
two-thirds of which are multinational corporations
from 15 different countries, showed that more than
90% implement a formal performance management
system (Cascio, 2006). Despite the popularity of
performance management systems, dozens of stud-
ies indicate the consistent result that firms are not
managing employee performance very well. Specif-
ically, only 3 in 10 employees believe t ...
Redesigning employee performance management is no longer just a "nice to have", it’s imperative. The days of organizations relying on cookie-cutter annual reviews or simple assessments are long gone.
Topic LogisticsProvide a general description, may be an exp.docxturveycharlyn
Topic: Logistics
Provide a general description, may be an explanation, of the function of logistic in a sizable organization. What is the objective of the function? Identify and explain the business processes included in logistics. What are the current best practices and/or state of the art in the industry?
Select a significant organization so that you can investigate its logistics practices to illustrate all those activities, functions, and practices you will discuss in your paper.
Important: Your paper has to show a clear flow of concepts, appropriately organized under suggestive sections and paragraphs heading, and to answer the questions set out in this assignment. It will be useful and, indeed expected that you use suitable visual aids and tabulation for organizing your data. Such visual aids and tables of data, however, should be captioned and explained.
Alt Project
Criteria
Ratings
Pts
Define and Explain Logistics/Demand Forecasting/Procurement/Sourcing.
Full Marks
10.0 pts
No Marks
0.0 pts
10.0 pts
Identify and Explain the Internal Processes.
Full Marks
20.0 pts
No Marks
0.0 pts
20.0 pts
Best Practice in Industry.
Full Marks
20.0 pts
No Marks
0.0 pts
20.0 pts
Identify and Explain the Related Practice in your Selected Organization.
Full Marks
20.0 pts
No Marks
0.0 pts
20.0 pts
Benchmark on Industry Best Practice to Evaluate Your Organization.
Full Marks
20.0 pts
No Marks
0.0 pts
20.0 pts
Paper Clarity, Organization, etc.
Full Marks
10.0 pts
No Marks
0.0 pts
10.0 pts
Total Points: 100.0
Running head: RESEARCH 1
RESEARCH 7
Research Project
Student
BUS642: Business Research Methods & Tools
Instructor: Dr. Jon Webber
Date
Research Project
Background Information
XXX. is a provider of educational services for its two subsidiaries. XXX employs several thousand people in admissions and student services roles. Due to a decline in total enrollment in XXX, XXX leadership instituted a reduction in force, primarily within the student services roles XXX, 2015). The recent layoffs included several management positions coinciding with the firm’s intention to create a leaner management structure. The reduction of management positions and the lack of growth are limiting growth opportunities for employees.
Management Dilemma
XXX leadership faces the challenge of retaining current employees. Tang and Fuller (1995) noted, “After a layoff, surviving employees often experience significant changes in corporate loyalty, job satisfaction, and job performance” (p. 12). While justified, XXX leadership has created a situation that will increase employee turnover. Nolan (2015) stated that mentoring and advancement opportunities influence millennials’ perception of job satisfaction and loyalty to the firm. The lack of promotional opportunities may cause employees to consider changing employers. Leaders must create a strategy to maintain these factors or the firm will incur the additional expense of hiring and training replacements (T ...
Running head TARGETED WORK CLASS1TARGETED WORK CLASS3T.docxjeanettehully
Running head: TARGETED WORK CLASS 1
TARGETED WORK CLASS 3
Targeted Work Class
After the performance of a needs assessment, the following process is to examine the results of the assessment. This assessment helps to understand the processes that go into the performance of certain work roles and the key employee capabilities that are needed to fulfil those role requirements (Bratton & Gold, 2017; Hasibuan, Purba, & Siahaan, 2016). The following is an evaluation of the results of a needs assessment to determine the key work processes required, the employees who will be fulfilling these roles, and the key needs for those employees to successfully deliver on their roles as required.
Results of the Assessment of the Work Processes and Key Employees
The assessment of the employees in the project showed that all workers are integral to the success of the organization. All the activities they engage in on a day-to-day basis somehow directly or indirectly contribute to the achievement of the organizational goals. The actions of the employees were found to be a determinant of the present and future growth of the business.
However, the nature of the contribution of the employees was found to be dependent on the level at which they are working. This analysis found that the organization has three main levels of employees; the executives, the middle level managers, and the lower level managers. The role of the executives was mainly making the long-term goals of the organization. The executives at this company do not partake in the day-to-day running of the activities of the organization. The middle-level managers were responsible for the short-term decision making roles. They make decisions that affect the roles of the lower-level managers. Lastly, the lowest level managers were responsible for performing the actual processes that are needed for the achievement of the organizational roles. For example, they directly sell products to the customers daily so that the company can get its sales revenue. These three levels of employees have to work together for the overall organizational objective to be achieved.
How the Organization will Change while Meeting its Strategic Objectives in the Future
Given the current state of the organization, the management will need to make a few changes to achieve its objectives in the future. One of the changes that is needed is the development of job descriptions. This analysis revealed that most of the employees do not have an official understanding of what is expected of them by the management. They have an idea of what they do on a daily basis. However, due to the lack of an official job description, some of the employees’ roles overlap. A job description helps the employees to be more productive because they have a better understanding of what is expected from them. They will also understand the skills that they need to achieve the best results for the organization.
Another change that is needed for the organizati ...
Harnessing Discretionary Performance(Written by H. G. Buschang, JeanmarieColbert3
Harnessing Discretionary Performance
(Written by H. G. Buschang, HGB Associates)
Leaders of high performing organizations are especially adept at creating an environment that helps people feel good about doing a good job. The basic elements characterizing high performing organizations are deceptively simple. They are easy to understand and are almost intuitive. However, their implementation and institutionalization require forethought, planning and effort, and in most cases, significant changes in behavior. To harness Discretionary Performance, the following model may be helpful.
D irection
Can Perform
A bility
C competence
O pportunity
M easures
F eedback
WWant to Perform
(Motivation)_
C onsequences
Let’s briefly look at each of these in a bit more detail.
“Can Perform” – The following elements are necessary for people to know “what” to do and to create the capacity for them to do it.
D – Direction – If you are unaware of the expectations, you may not perform as expected. Also, if the direction is not clear, confusion can result. You may not draft a report if you did not know it was expected, you may not perform as expected if there are three conflicting priorities or unstated interpretations of ‘doing a quality job’ (such as customer responsiveness, speed and accuracy). Common elements may include:
· Clarity of shared Vision, Mission, Principles/Values
· Articulation and alignment of Strategy, Initiatives, Goals and Objectives
A – Ability - This refers to the physical capability or ability to perform the tasks required by the change. You cannot run a 2-minute mile, you cannot have concurrent meetings in two locations, you cannot climb 40 stairs with heavy equipment if you have a broken leg.
C – Competence – Does the organization have the Technical, Interpersonal, Work Management and Leadership skills necessary to achieve the Vision of the organization? If you were switched to a new software application or hardware platform, if you are expected to lead a project or team or if you asked to present to a large audience, you might lack the skills or knowledge required to successfully meet the new demands.
O – Opportunity – There are many dimensions that relate to this item. You may not have the time or resources (people, materials or funds), or you may not have the processes, information or authority to adopt the new changes. In this case, perception may be as strong a resistance point as reality. Another way to think about “Opportunity” is to consider whether people have the necessary resources and support to accomplish their goals.
“Want to Perform” (Motivation) – The following elements are necessary for to create an environment in which people “want to” perform at high levels. Leaders have the responsibility to create an environment in which people want to do their best every day. Once you have the direction, ability, competence and opportunity you still might not have the interest or drive to do your best. You do not see the W-I- ...
The HR Revista is a quarterly e-magazine published by the MHRM students and Alumni forum of Faculty of Social Work, The Maharaja Sayajirao University, Vadodara
Lori Goler is the head of People at Facebook. Janelle Gal.docxjeremylockett77
Lori Goler is the head
of People at Facebook.
Janelle Gale is the head
of HR Business Partners
at Facebook. Adam Grant
is a professor at Wharton,
a Facebook consultant,
and the author of Originals
and Give and Take.
ZS
U
ZS
A
N
N
A
IL
IJ
IN
HBR.ORG
Let’s Not Kill
Performance
Evaluations Yet
Facebook’s experience shows
why they can still be valuable.
BY LORI GOLER, JANELLE GALE, AND ADAM GRANT
November 2016 Harvard Business Review 91
LET’S NOT KILL PERFORMANCE EVALUATIONS YET
tThe reality is, even when companies get rid of performance evaluations, ratings still exist. Employees just can’t see them. Ratings are done sub-jectively, behind the scenes, and without input from the people being evaluated.
Performance is the value of employees’ contribu-
tions to the organization over time. And that value
needs to be assessed in some way. Decisions about
pay and promotions have to be made. As research-
ers pointed out in a recent debate in Industrial and
Organizational Psychology, “Performance is always
rated in some manner.” If you don’t have formal
evaluations, the ratings will be hidden in a black box.
At Facebook we analyzed our performance man-
agement system a few years ago. We conducted fo-
cus groups and a follow-up survey with more than
300 people. The feedback was clear: 87% of people
wanted to keep performance ratings.
Yes, performance evaluations have costs—but
they have benefits, too. We decided to hang on
to them for three reasons: fairness, transparency,
and development.
Making Things Fair
We all want performance evaluations to be fair. That
isn’t always the outcome, but as more than 9,000
managers and employees reported in a global sur-
vey by CEB, not having evaluations is worse. Every
organization has people who are unhappy with their
bonuses or disappointed that they weren’t pro-
moted. But research has long shown that when the
process is fair, employees are more willing to accept
undesirable outcomes. A fair process exists when
evaluators are credible and motivated to get it right,
and employees have a voice. Without evaluations,
people are left in the dark about who is gauging their
contributions and how.
At Facebook, to mitigate bias and do things sys-
tematically, we start by having peers write evalua-
tions. They share them not just with managers but
also, in most cases, with one another—which reflects
the company’s core values of openness and transpar-
ency. Then decisions are made about performance:
Managers sit together and discuss their reports
face-to-face, defending and championing, debating
and deliberating, and incorporating peer feedback.
Here the goal is to minimize the “idiosyncratic rater
effect”—also known as personal opinion. People
aren’t unduly punished when individual managers
are hard graders or unfairly rewarded when they’re
easy graders.
Next managers write the performance reviews.
We have a team of analysts who examine evalua-
tions f.
PERFORMANCE APPRAISAL, HRM, HUMAN RESOURCE MANAGEMENT, MANAGING HUMAN RESOURCES, PERFORMANCE MANAGEMENT, 360-DEGREE APPRAISALS METHOD, PROBLEM ENCOUNTERED IN PERFORMANCE APPRAISAL, COMMON RATERS ERRORS, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
The selected firm is WalmartQuestion 1Imagine a performan.docxoreo10
The selected firm is Walmart
Question 1:
Imagine a performance evaluation system that promotes roles, behaviors, and work outcomes appropriate to achieve organizational strategic objectives throughout the firm. Take into consideration the Two Sides of Performance Management as illustrated in your textbook on page 164, Figure 6.1. What would such a system look like? Would it be similar to the one used in your organization? How would individual and/or team performance assessment be conducted? What tools would you recommend? Would you use MBO, 360 Degrees or another system? Why? Present your views in 200 words or more in your discussion post. Use at least two scholarly source to support your ideas.
Figure 6.1 The Two Sides of Performance Management
(Hunt 163)
Hunt, Steven T. Commonsense Talent Management. Pfeiffer, 2014-02-10. VitalBook file.
Question 2
Consider the proposition that HRM adds value to the firm. Also, examine the topic of “Marginal Utility Analysis” and how it is used to make a case about the value of HRM. How do HRM practices and systems add value to a firm? What is the basis for an argument for or against this proposition? Present your views in 200 words or more in your discussion post.
chapter SIX Doing Things the Right Way: Using Performance Management to Increase Business Execution
Ensuring that employees are doing the right things the right way is central to driving business execution. This is the primary purpose of performance management, although many performance management processes fail to fulfill this purpose. Performance management refers to processes used to communicate job expectations to employees, evaluate employees against those expectations, and use these evaluations to guide talent management decisions related to compensation, staffing, and development. Performance management encompasses a variety of activities, including talent reviews, calibration sessions, pay-for-performance plans, performance feedback, and other methods that measure employees based on the degree to which their actions and accomplishments align with the company's expectations and objectives.
This chapter discusses how to use performance management to increase workforce productivity. There is a reason this chapter is the longest one in this book: designing and deploying effective performance management processes is not easy. It requires addressing highly sensitive topics related to measuring the contributions of individual employees and making decisions about their pay, promotions, and employment. Creating a successful performance management program requires attending to several big picture strategic issues and myriad specific details to ensure that the processes fit the culture and needs of your company.
There is no such thing as a neutral performance management process. People will either like it or dislike it. Many performance management processes are criticized as lacking business impact, creating unnecessary administrativ ...
In this file, you can ref useful information about performance appraisal evaluation such as performance appraisal evaluation methods, performance appraisal evaluation tips, performance appraisal evaluation forms, performance appraisal evaluation phrases … If you need more assistant for performance appraisal evaluation, please leave your comment at the end of file.
In this file, you can ref useful information about performance appraisal sample form such as performance appraisal sample form methods, performance appraisal sample form tips, performance appraisal sample form forms, performance appraisal sample form phrases … If you need more assistant for performance appraisal sample form, please leave your comment at the end of file.
2. Performance Management
S Performance management aims at developing individuals
with required commitment and competencies to work
towards the shared meaning objectives within the
organization framework
S Purpose of performance management is to ensure that
the organization system and sub systems work together
to accomplish optimum goals
(Cascio, 2013)
3. Performance Management
(PM)
S PM systems can be rated into five tiers.
S Tier One: The system shows promise during recruitment yet it
hasn’t achieved any company goals
S Tier Two: The system has personality issues, often lacking
authenticity, inflexibility, among other issues.
S Tier Three: The system works but lacks motivation.
S Tier Four: It gives employees the necessary feedback to feel
appreciated and helps them develop themselves on occasion.
S Tier Five: Consistently motivates top talent, stretches mid-level
performers and low performers “self-select out”.
(Rock, 2013)
4. Performance Appraisal (PA)
S Investopedia (2015) defines PA as an annual review of an
employee overall contributions to the company by their
superiors. Also known as annual reviews, these are used
to provide “big-picture feedback” on their work to justify
pay increase, bonuses and/or terminations.
5. Performance Appraisal (PA)
S Requirements for an effective PA system:
S Relevance: “What really makes the difference between
success and failure on a particular job, and according to
whom?”
S Sensitivity: PA system is capable of distinguishing effective
from ineffective performers.
S Reliability: Consistency of judgment. Adequate opportunity to
observe what the employee has accomplished and under what
conditions
S Acceptability: PA system must have support from those who
will use it.
S Practicality: Ease of use.
(Cascio, 2013)
7. Google (NYSE: GOOG)
S Project Oxygen
S Gathered more than 10,000 observations across more than 100 variables
(surveys, questioners, feedback, etc.)
S Results were improved employee retention, developed a training staff
guided on managers
S Performance Reviews are done quarterly instead of semi annually
S “What it means is, if I’m a manager and I want to get better…two of the
most important things I can do is make sure I have some time for them
(employees) and be consistent. And that’s more important than doing the
rest of the stuff.”
(Bryant, 2011)
8. References
S Bryant, A. (2011). Google’s Quest to Build a Better Boss.
Retrieved from
https://www.nytimes.com/2011/03/13/business/
13hire.html?_r=0
S Cascio, W. F. (2013). Managing Human Resources:
Productivity, Quality of Work Life, Profits (9th ed.). Retrieved
from The University of Phoenix eBook Collection database.
S Investopedia. (2015). Performance Appraisal. Retrieved from
http:// www.investopedia.com/terms/p/performance-
appraisal.asp-0
S Rock, D. (2013). Give Your Performance Management System
a Review. Retrieved from https://hbr.org/2013/06/give-
your-performance-mangeme
