Performance Management for Human Resources Revision - Assignment Example

Performance Management for Human Resources Name Date CONDUCTING PERFORMANCE REVIEWS Q1. Describe the way conducting performance appraisal Reviews of performance should be analysed yearly since they are critical. It is important to dedicate sometime within each year on understanding mutual needs of the organisation and employee are being met. Thus, performance reviews help the managers and supervisors to feel more honest in their relationships with other subordinate staff and other important members within the organisation. This approach ensures that the subordinates are assured and an understanding of what are expected from them, areas for development, personal strengths and solid sense of been together: between the supervisors and subordinates. Some of the consequences that may result if performance reviews are not factored into the organisation are decreases credibility of management, decreases morale, wastes management time and decrease organisation's overall effectiveness. Thus, in designing performance reviews some factors that should be included are legality and validity of process, standard form for performance appraisals, should be scheduled, initiation and follow up of the review process, views of employees, documentation of input, update and finalise appraisal form, and the performance appraisal meeting should be held. Q2. Describe 3 categories Trait-Based Methods – these systems relying on factors such as conscientiousness and integrity bringing into consideration aptitudes, personality, abilities, skills and attitudes. This approach can easily be used based on understanding between the employee and persons taking the appraisal. However, numerous shortcomings are associated with this approach since traits are not directly associated with performance. It also lacks validity and may results in raising legal questions. Results-Based Methods – this is the most appropriate strategy that can be used to evaluate performance if the results are readily available. This approach is recommended in situations that there are clear and measurable goals, for example, in the case of sales team. However, this approach is negated by employee behaviour since too narrow focus may result in unintended negative consequences. For example, if sales staff narrowly focuses on targets to determine their performance measure, it may encourage the employees to concentrate on large-volume customers ignoring smaller buyers, and this may result in poor customer service. Behaviour-Based Methods - It is founded on the premise of simple principle in that individual perform best based on what they are supposed to accomplish, strategy towards accomplishing the duty, modes and means of accomplishing the tasks and what benefit they will achieve from accomplishing these tasks. Utilising this approach usually brings into consideration three important components that defines performance, which includes behaviour (employee’s experience and expectations), antecedents (communication and instructions from employers to employee) and consequences (rewards, recognition and reinforcements). This method ensures that employees adopts those characteristics that suites their position. For example, developing strategies that ensure public safety in the police department. Q3. Methods for recording Employee Performance Behaviour Anchored Rating scales (BARS) – it uses behavioural procedures in designing an instrument that can identify and measure components that constitute effective performance. This approach has extensively been used in occupations such as store managers, nurses and in identification of teachers’ requirements ensuring career development. Generally, BARs compares individuals in terms of worst and best ratings and assessing the relative weaknesses and strengths of individuals. Successful BARs should be easier to use and discuss, focus on performance and increase inter-rater reliability. Behaviour Observation Scales (BOS) – it is a method that measures behaviour of an employee against levels of performance, and it also measures the behaviour frequencies. This approach utilise ordinal scale questionnaires that rates employee within the scale of 1-5 or 1-7. Graphic Rating Scales – a form of rating scale in which a manager simply checks off the employee performance level. It is widely utilised and an oldest method for performance appraisal since it is less time consuming to develop and allows for quantitative comparison. It usually brings into consideration five points, which are quality of work, quantity of work, judgement, initiative, cooperation and attitude. While the rating scale can bring five elements that may include fair, satisfactory, unsatisfactory, good, and outstanding. Weighted Checklists – this is a performance appraisal method in which the rater familiar with the jobs that are been evaluated prepares a list of descriptive statements based on ineffective and effective behaviours on jobs. This approach allows the manager to review performance of employees based on the tasks completed. Critical Incident Technique – This term is used to describe performance appraisal through making list that indicates very effective and ineffective behaviour for employees. The list itself is structured depending on categories, which sometimes can vary. After obtaining this information, the evaluator prepares a log of each employee and after an evaluation period, the evaluator recorded examples are used to evaluate the employee. Q4. Describe Psychology of Leniency Numerous research based on performance appraisal is usually based on assumption that the rater tries their best to evaluate performance accurately. Thus, it is important to assume that raters are capable of accurately evaluate performance, and any deficiencies in any ratings may be attributed to rater’s willingness to provide ratings that are accurate than of her or his capacity to rate accurately. This means that from the raters perspective there are basis that may result in provision of inaccurate ratings while few good reasons are in place for most raters to give accurate ratings. From this perspective leniency may not be an error but rather is a behaviour that allows the rater to obtain benefits/rewards and to avoid punishments. Q5. Performance reviews serve three (3) purposes: Motivation – performance review enhance through motivation because employees own performance are rated against others. Thus, employees who are not productive may not be grouped with productive employees. Development- using performance review will result in determining the sectors that should be corrected e.g. through career development and may also be used as a basis of promotion and demotion. Communication – organisations should clearly state the goals and thus the use of performance review will result in Q6. Assignment How do it, what source of requirement & improvement, what method of analysis ***It will upload it. 220 words OCCUPATIONAL HEALTH AND SAFETY Q7. What is OHS management OHS management is a cross disciplinary sector that manages protection of health, safety, and welfare of employees engaged in employment or work; its a means of fostering safe work environment. Some contributing factors to formulation of OHS are economic, moral, and legal. Q8. Identify basic the feature OHS management system It promotes a safe and healthy working environment for employees. This approach will decrease insurance cost and enhance performance from any existing operations. Q9. Identify & define concept of safety climate and culture elements of OHS Safety culture may be described as safety values, attitudes, and practices that lies deeper than safety culture. Safety culture usually refers to group and individual attitudes, values, competencies, perceptions, and patterns of behaviour that determine style and proficiency, commitment to organisation’s safety and health management. Generally, safety culture deals with underlying beliefs and prevailing values while safety climate are the attitudes towards safety in an organisation. They are embraced in the following concepts: Attitudes – These behaviours are inherent and taught to an individual throughout accomplishment of duties. Usually employees neglect these safety rules because of resentful of their supervisors, are in a hurry or they say accidents are inherent. Sometimes there are unsafe attitudes such as a technician does not wear eyeglasses while working in a hazardous duty that may result in splashing of harmful liquids. Competencies – competency is the capability of individuals and employees to observation safety and health in profession development. Values – it is a framework to direct or guide daily actions and employees decisions. Patterns – patterns are the cycles or means that develop workers to guarantee and encourage safety measures. Q10. Discuss relationship OHS & HRM Human resource management (HRM) bring together a range of notions on management style, theory and practice. Or it can be seen as a generic term that covers entirety of work organisation, working conditions and terms and any representational systems, human resource management can be shown as being concerned with all tasks that are associated with management of employees (people) in organisations. In fact, human resource management is defined as a distinctive approach to management of employees that seeks to achieve competitive advantage through maximisation of employee capable workforce, bringing into consideration integrated array of structural, cultural and personnel techniques. Culture management programs and extensive training plus individualised reward systems including employee involvement operate towards enhancing employee contribution. HRM has been improved by introduction of OHS in organisational performance because of an increase in safety and health measures that has resulted in increase in compensation to employees. While HRM manages employees OHS ensures that the employees are within an environment that is conducive and risks associated with health and safety are factored into the culture of the organisation. Through the help of OHS, working conditions has been improved while HRM helps in improving conditions of employees ensuring that employees operate maximally. DIMINISHED PERFORMANCE Q11. How can we respond to problems of Diminished Performance of individual employees in organizations? It is important to manage diminished performance and this can be achieved through regular, constructive feedback about each personnel performance, identification of underlying causes, strategies are developed to mitigate the causes, and the strategies should include period for the employee to improve on performance issues. The firsts step in managing diminished performance in an organisation is taking charge of preliminary action. These are the improvement provisions and activities that can be implemented instantly with the member without requiring employing other options. The second strategy is performance improvement process in a meeting is scheduled and a negotiated performance improvement is specified through the provision to issues that contributed to the diminished performance, nature and effects of the diminished performance. Moreover, in setting the benchmark other factors that should be considered are actions agreed upon, description of how performance will be managed, resources that will be used, desired outcome, assessment of behaviour/conduct and the duration of performance improvement period. The last option is that of disciplinary in nature where an individual can be demoted, re-allocated, penalised or even fired. Q12 What is HR role in Diminished Performance? Human resource in diminished performance is to ensure that individual or group employs follow regulations stipulated by the organisation. HR is an entity that deals with all employee requirements ranging from job advertisement to firing. Thus, HR will ensure that performance is analysed and corrective measures are in place to prevent or reduce instances of diminished performance. Q13. Define Diminished Performance Diminished performance brings into consideration numerous factors that contribute to the failure of an employee from accomplishing stated or allocated tasks and factors contributing towards diminished performance are inacceptable behaviour in the workplace, factoring good faith in accomplishing tasks, failure to maintain standards and placing safety and welfare of any person at risk. Q14. What are the courses of D.P.? Some of the courses are: Performance Counselling Management of Absenteeism Performance Appraisal and Development Unsatisfactory Performance Reference De Cieri, et al (2008) Human Resource Management in Australia, 3rd. Ed. McGraw-Hill Australia Read More