Performance Management and Employee Development - Assignment Example

TOPIC 6 – Performance Management and Employee Development Question 11 Performance review processes aim at managing and improving employee performance. Assessment of performance and providing feedback are good examples of performance review processes. Assessment of performance involves rating or measuring the performance of employees in different performance dimensions (leadership, management, time-keeping, communication etc) against mutually agreed goals/ criteria. Some of the benefits associated with this process is that it communicates the strengths and weaknesses of employees in different areas and helps to determine the training needs of employees. Nonetheless, some of the challenges of associated with this process is that it can be time-consuming and it leaves room for biasness and ambiguity (Aquinas 2006). On the other hand, providing feedback entails communicating to employees about their actions or performance. Some of the benefits associated with this process is that it enables employees to adjust their behaviours, it reduces confusion and improves employee morale. However, it may also result to tension or resentment especially when negative feedback is provided (Fagerhaugh, 1996). Personally, I think that providing feedback is more effective than assessment of performance mainly because it is less demanding, it is more specific, can be conducted more regularly and enables employees to fully grasp or understand what they need to do in order to improve their performance (Fagerhaugh, 1996). References Aquinas P.G.(2006). Organizational behaviour: concepts, realities, applications and challenges. New Delhi: Excel Books. Fagerhaugh, J. (1996). Manager’s guide to effective, legal performance reviews.Virginia: Capitaol Information Group. TOPIC 7 – PAY AND REWARDS Questions 13 Realising pay equity is one of the challenges that HR managers are bound to experience in linking pay to skill development system. In skill-based pay systems employees are rewarded based on the skills they posses or the number of different work roles they can do. Therefore, employees doing the same job or making the same contribution to the company could be paid differently. One employee may receive more pay than the others (Mitra, Gupta & Shaw, 2010). Consequently, this may bring about perception of inequality or unfairness amongst other employees leading to loss of morale and high turnover. Secondly, according to a study conducted by Mitra et al (2010), it was established that skilled based pay systems do not necessarily lead to workforce productivity. Therefore, in some organisations it would be difficult for HR managers to effectively evaluate and determine the, outcomes or productivity levels of employees in some work roles such as teaching. This would in turn make it difficult to determine the skill level of an employee and the amount of pay that the employee deserves. Lastly, linking pay to skill development system may cause employees to focus or emphasise more on their profession at the expense of the organisation’s mission. This would in turn make it difficult for HR managers to realign the organisation’s priorities and goals with skill development systems. Reference Mitra, T, Gupta, N, and Shaw, J (2010). “A comparative examination of traditional and skill- based pay plans.”Journal of Managerial Psychology, 26(4), pp. 278-296 Question 14 Mitra et al (2010), observe that workforce attitudes mediate the relationship between remuneration strategies and the behaviours of workforce members. Therefore, it is plausible to argue that the perceptions of procedural and distributive justice can determine the success or failure of a remuneration strategy. For instance, in a case where an organisation is using skill-based remuneration strategy negative perceptions of employees regarding the fairness of the management when it comes to developing procedures for job evaluation or the distribution of pay may impact on the success of the remuneration strategy. In a case where employees feel that the management is unfair or biased by paying differently employees doing the same job or making the same contribution to the company, the organisation is likely to experience increased absenteeism and loss of morale among employees. This could in turn lead to high labour turnover. Moreover, in a case where an organisation uses a job-based remuneration strategy and some employees feel that they make more contribution to the organisation than others yet they receive the same pay, the organisation may experience loss of morale among employees and a high labour turnover. Consequently, the organisation may be forced to adopt a different remuneration strategy. Reference Mitra, T, Gupta, N, and Shaw, J (2010). “A comparative examination of traditional and skill- based pay plans.”Journal of Managerial Psychology, 26(4), pp. 278-296 TOPIC 8 – EQUITY, DIVERSITY, HEALTH AND SAFETY Question 15 Diversity management is the process or practice of planning for, organising, directing and supporting differences or collective mixtures in an organisation in a way that adds value to an organisation and people working in the organisation (Hubbard, 2003). Employing workers from diverse backgrounds is not only beneficial to an organisation but also to employee. A workforce that is diverse may increase an organisation’s productivity and success. Workers from diverse backgrounds bring in the organisation different knowledge, skills and talents which when synergized towards a common goal may enhance an organisation’s productivity and overall success. Furthermore, a workforce that is diverse enhances an organisation’s creativity and capacity to solve problems effectively. Workforce diversity also improves an organisation’s decision making. With diverse or different minds coming together more ideas or solutions are bound to arise. Diversity in the workplace also helps to build an organisation’s reputation. A workforce that is diverse is also beneficial to employees since it leads to personal and career development. An employee working with colleagues from diverse backgrounds learns to appreciate and respect diversity this in turn enables him/her to relate better with others. Moreover, by interacting with people from diverse backgrounds an employee is exposed to different ideas and ways of doing things. This may in turn enhance their work experience and career development (Hubbard, 2003). References Hubbard, E. (2003). The manager’s pocket guide to diversity management. Armherst, Massachusetts: HRD Press. Question 16 Foremost, HR managers should develop a safety vision for a company. The safety vision should comprise of goals, policies, measures and strategic plans to guide the company towards the realisation of a safety culture. Moreover, the safety vision should define roles and responsibilities for ensuring safety at all levels. Subsequently, HR managers should continuously communicate the company’s safety vision so as to ensure that the workforce completely understands what the vision entails, its importance and what is expected from them (Thompson 2012). Secondly, in order to develop a culture of safety HR managers can initiate and facilitate safety training programs on a regular basis. These training programs should equip employees with relevant knowledge and skills on how they can keep safe. For instance, in hotels chefs, waiters and cleaners can be trained on how to respond to or address fire outbreaks. Lastly, HR managers can conduct regular assessments to establish the strengths and weaknesses of the company’s systems, protocols or workforce towards the realisation of a safety cultures. Subsequently, they should recommend or implement measures that can improve the company’s safety culture (Thompson 2012). For instance, HR managers of a hotel can assess the knowledge of employees when it comes to the operation dangerous machinery such as slicers, food processors and mixers. In case they find that employees have inadequate knowledge on how to use these machineries safely, they could recommend additional training (Thompson 2012). Reference Thompson, S. (2012). Creating a culture of safety. Viewed on May 5 2013 TOPIC 9 – EMPLOYEE VOICE AND REPRESENTATION Question 17 According to Dundon et al (2004), employee voice entails employee involvement in the company’s decision making. Employees bring in different knowledge, ideas, skills and talents which an organisation capitalise in order to realise better outcomes. When employees’ contribution is welcomed in management’s decision making it could help to enhance better decision making and enhance the company’s capacity for problem solving. This may in turn lead to productivity. Furthermore, employee voice makes employees to feel as sense of belonging and ownership towards a company’s business. This may in turn boost their morale thus leading to improved performance or productivity (Dundon et al 2004). Employees are also bound to demonstrate cooperation and commitment towards their work thus enabling an organisation realise better outcomes. Moreover, employee voice entails expressing individual dissatisfaction. When employees are encouraged to express their individual dissatisfaction, the management is able to address or attend to their grievances. This may in turn maintain or promote better relations in the organisation. It may also creative a conducive work environment. When there is a conducive work environment an organisation experiences low labour turnover and employees become motivated to work. This may in turn result to improved organisational performance (Dundon et al 2004). Reference Dundon,T. Wilkinson, A. Marchington, M. & Ackers, P. (2004). “The meanings and purpose of employee voice”. The International Journal of Human Resource Management, 15(6): 1149-1170. Question 18 Some of the mechanisms through which workers can express their voice include; work councils, trade unions and speak-up programmes. A work council is basically an organisation that represents employees at the company or local level. Work councils may represent employees individually or collectively. Trade unions are organisations of employees who have come together in order to advocate for their interests such as better working conditions and salary increment. Through their leaders, trade unions represent employees collectively by bargaining with employers on behalf of the union members. Lastly, speak-up programmes are initiatives made by companies to enable employees to air their grievances. These programmes provide employees with a platform where they can individually express their dissatisfactions (Dundon et al, 2004). These three mechanisms through which workers can express their voice may not be effective for all workers. This is mainly because these mechanisms are suitable for specific purposes. For instance, an employee’s individual dissatisfaction may not considered important by trade unions since they deal with issues affecting employees collectively such as low wages or poor working conditions. Moreover, given that not all employees or organisations are members of trade unions it may be difficult or even impossible for employee’s to voice their concerns through a trade union (Dundon et al, 2004). Reference Dundon,T. Wilkinson, A. Marchington, M. & Ackers, P. (2004). “The meanings and purpose of employee voice”. The International Journal of Human Resource Management, 15(6): 1149-1170. Read More