Performance Managemant
...make them feel they own the business, and your work force will respond with total commitment". Evidence points to a more active interest in and careful implementation of human resource management. Management is, by definition, getting things done through people. If managers are to increase productivity, reduce costs, and improve their organization's competitive advantage, they must focus on how to properly manage personnel. Creating effective motivation and leadership, recruiting and retaining the right personnel, rewarding and treating employees fairly, establishing an environment that supports the people and benefits the organization, the Resource Manager looks towards a future with exciting challenges and opportunities for managing an organization's most valuable resource - its people. -Performance Management in the Business Arena Statement of Purpose Human Resource Managers (HRM) are constantly concerned with change, and two broad categories of change have been identified as impacting upon organizations and their members. These categories are: 1) planned or forced modifications of corporate objectives and policies, location, organizational/corporate structure, management philosophies, product lines, or methods of doing business; and 2) changes in or to human behavior to enhance enterprise efficiency (Koontz and O'Donnell, 1986). The need for constant change in the evolving contemporary corporate entity poses specific problems. Among these problems are inflexible material or physical environments which may not be suited to new processes or functions. -Performance Management in Human Resource Management: The Case of Hospitals Introduction Performance Management (PM) is a system composed of an orderly series of programs designed to define, measure, and improve organizational performance (Katz & Green, 1997). It is a system developed to ensure compliance with requirements, that is, that staff are in compliance with written standards. PM uses the tools of statistical process control form the basis for decisions about change. It incorporates the processes of performance awareness, performance measurement, and performance improvement. Successful PM requires the creation, maintenance, use, and evaluations of mechanisms to define and revise standards. -Performance Management (PM) is a system composed of an orderly series of programs designed to define, measure, and improve organizational performance (Katz & Green, 1997). It is a system developed to ensure compliance with requirements, that is, that staff are in compliance with written standards. PM uses the tools of statistical process control to form the basis for decisions about change. It incorporates the processes of performance awareness, performance measurement, and performance improvement. Successful PM requires the creation, maintenance, use, and evaluations of mechanisms to define and revise standards and to inform those affected by the standards about them (Katz & Green, 1997). It requires the judicious deployment of fiscal, human, and material resources. It speaks directly to issues related to quality and such traditional quality-oriented tasks as quality assurance, quality control, and continuous quality improvement (CQI). In such disparate settings as sales organizations, hospitals, automobile and other manufacturing facilities, and schools, PM is a vital element of across-sectional, organization-wide strategy for coping with uncertainty, managing change, and "growing" an organization while satisfying client and customer needs. -The second fake procedure of the word motivation connects it with paternalism, kindness, and generosity. Employers now and then give people plenty of things that they like in anticipation of getting a quid pro quo. This is the Santa Claus manner to motivate people: if a manager showers his employees with goodies, conceivably they will do a little labor for him in exchange. For instance, if the manager provides posters, picnics, discounts, as well as dinners, finance cafeterias and managers who have been to charisma school. The manager provides company newspapers, as well as magazines, softball teams and bowling leagues, as well as even Christmas parties for the children. -Human resources management refers to the practices and policies you need to carryout the personnel aspects of your management job, specifically acquiring, training, appraising, rewarding, and providing a safe and fair environment for your company’s employees. These practices and policies include, for instance: • Conducting job analyse • Planning labour needs and recruiting job candidates • Selected job candidates • Orienting and training new employees • Managing wages and salaries • Providing incentives and benefits • Apprising performance • Communicating • Training and developing • Building employee commitment Also Human Resource Managers should know about: equal opportunity and affirmative action, Employee health and safety, Grievances and labor relations. (Management Concept & Practices) Human Resources Management in The Organisation If we want the Human Resources roles fulfil effectively, the top manager of the department should be at the top of the organisational hierarchy, with line authority to the chief executive officer.The role of the manager by definition is to guide human, physical and financial resources into dynamic organizational units, which achieve their objectives to the satisfaction of those served with a high degree of morale and sense of attainment. The transition toward high performance work teams results in dramatic changes to the manager's role. The new leader must be able to adapt to change; provide vision, principles, and boundary conditions; align people toward a purpose; set direction and strategy. As teams take on more and more responsibility, the manager's focus shifts from controlling and problem solving to motivating and inspiring. Managers are in charge of achieving the established goals by organizing the members who are responsible for the planning, organizing, leading, and controlling the activities of the organization. -Advances in technology along with shifts in the nations’ social structure heavily impact the workplace environment, creating a need for new management models in Human Resources. I. The Changing Workplace A. An Historical Perspective of Jobs in America B. Jobs in the 21st Century II. Identifying Corporate Needs A. The Emergence of Human Resource Management as a Component of General Management. B. Corporate Expectations III. Developing Human Resource Policy A. What HRM Professionals Have to Say IV. Identifying Worker Needs A. Family VS Work B. The Working Environment C. Benefits and Compensation V. Where to From Here? - HRM Models for Innovation A. Motivation Theory B. Alternate Work Systems - a Comparrison Table This paper is written from the perspective that Human Resource Management (HRM) practices are continually evolving to meet the changes of dynamic work environments. New technologies, increasingly rapid exchanges of information, social paradigm shifts and the restructuring of family systems contribute heavily to the need to find and apply methods of HRM that meet the needs of industry, workers and consumers.In many organizations, performance management is an on-going cycle of setting, implementing, evaluating and rewarding performance, all with continuing feedback and coaching. In addition, base pay is linked to performance through performance evaluation so that exceptional performers receive a greater level of reward. Every year at a major freight and delivery company, managers complete a salary planning process during which they make decisions about pay increases. The employee’s last performance evaluation is an important factor in making these pay decisions. When evaluating performance, managers look at: • The extent to which the employee met, exceeded or did not meet their performance objectives. -The following are the trends and issues that will have an impact on human resource and the way people work in the next ten years. First, Flexi – place and flexi – hour will likely become more popular among many job fields, such as computer and information systems, marketing and sales, and higher – level management. In the future, performing those jobs away from the offices on a flexi – schedule will be more obviously witnessed. Advancing in the computer technology is the key to the higher popularity of workplace and work hour flexibility. Through telecommuting and virtual work office, people will be able to get their jobs done in a very timely manner from their home or any location. To strategically help emphasize result orientation and increase overall effectiveness and efficiency in the global arena, more companies begin to implement the concept of flexi – place and flexi – hour (60, 1998). Mr. Bonnie Hathcock, Vice President for Human Resource and Development for US Airways said that a number of work hours became less significant as the main focus was shifted to performance and outcomes (HR, 1998). Second, the globalization of business will be more apparently seen in the near future since a number of companies have. Recruitment is the process of seeking and attracting a pool of qualified applicants from which candidates for job vacancies can be selected. (Stone, 2002, 174) It is a process that involves identifying recruitment source – determining where qualified candidates can be located and developing recruitment methods – choosing specific means of attracting potential employees to the organization. An organization need to do this in the context of a recruitment policy. (Sneddon, Monash University Lecture Notes, 2003) Recruitment is not simply just hiring people. Newell and Shackleton quote in Bach & Sisson(2000,p.111) said that “hiring the “right’ people is of paramount importance and this is dependent on effective recruitment and selection procedures, which aim to select the ‘right’ individuals and reject the ‘wrong’ ones”. Recruitment involves making predictions about future behavior so that decisions can be made about who will be most suitable for a particular job. Predictions must always be couched in terms of probabilities because the future is unpredictable. -One of the serious organisational problems that has developed in the casino business in the last few years has been a growing sub optimisation of the overall hotel casino performance. There have been many reasons advanced for this situation. One of the most significant is that the importance of overall profit performance has become a widely recognised ideal within various training programs as well as traditional educational institutions over the past five to ten years. The result of this "profit focus" is that new managers, usually trained in traditional areas of hotel management such as food and beverage operations, tend to focus on the profitability of their individual departments and fail to recognise the complex interplay between the service or support functions of the hotel and the primary revenue generating function of the casino. The use of complex departmental profit and loss statements may have accelerated this process by improperly focusing the attention on the bottom line of the departmental unit rather than the overall hotel casino operation. -Human Resource Management and its importance to a business ‘Human Resource Management is based on ideas and techniques developed to enhance worker motivation, productivity and performance’. HRM includes the development of workforce within a team that contributes towards the business's objectives. The role of HRM is to enable workers to contribute to their maximum efficiency towards the objectives of the business. In order to do that, a variety of functions are incorporated within the overall functions of the Human Resources Manager. The objectives of Human Resource Management As with all departments, the overall role of the Human Resource Department is to contribute towards the company objectives. Human Resource Management functions • Human resources planning This is concerned with getting the right people for the job, using them well and developing them in order to meet the goals of the organisation. In order for McDonalds to meet their aims successfully it is necessary for them to identify the means of using people in the most effective way possible. It is important for McDonalds to plan, as that way they can come up with any problems that may occur, for example with recruitment. -High Performance Work Systems In recent years, Boeing has adopted one or more innovative work practices. These include quality circles, flexible job classifications, cross-functional training, and various forms of employee involvement. However, none have had the success that high-performance work system has achieved. The key characteristic of a high performance work system is extensive worker participation in all aspects of the company, including understanding core business strategic objectives. This, as a by-product, has pushed Boeing employees to understand all charts and graphs that concern their work area. As a frontline worker can attest nine panels charts have gained a new appreciation. Nine panel charts include perato charts, histograms that meticulously records major influences of each team. In the past Boeing has already practiced some form of worker participation, from suggestion boxes, surveys and quality circles. Now High Performance Work Teams have a deep admiration for the information that Nine Panels provide them. Without this team orientated focus countless challenges would never had been resolved much less noticed by the people who directly influence each chart. -Human Resource Management In an increasing economic environment, it has become difficult to assemble a capable well functioning work-force and even harder to maintain one. Businesses are aware of the value of their investment in human resources. Established well functioning staff may appear a straight forwarded linear process but through orientation,development, and hiring managers have the ability to select and nurture employees to closely fit a company’s culture and performance requirement. Human Resource Management is taking on a consultative role to management within organizations. Many established personnel procedures are being abandoned to increase organizational flexibility, and provide greater agency level responsiveness to both internal and external clientele needs. Human Resource Management helps line managers accomplish recruitment, selection, retention, training, and compensation. These tasks are required to maintain a high quality workforce. Human resources are a vital investment for most companies. They represent a significant portion of overhead costs. -When HIV/AIDS becomes a matter of concern in the work place, a variety of personnel issues may arise. These issues should be addressed within the framework of existing procedures, guidance and regulations. An organisation has to view a person infected with HIV as it does any healthy person and it has to view a person with AIDS as it does a person with Diabetics, Hypertension, Heart disease, Cancer etc, or any other disabilities. Given the nature of the disease and the devastating effect it is already having in a society, every one has a responsibility to avoid the spread of HIV. An organisation has to ensure that staff and employees are well informed about HIV/AIDS through written information and training. Employees with HIV infection live for many years without any symptoms and people who develop AIDS live for a number of years after their diagnosis. -Quality Function Deployment (QFD) is a way of making the 'voice of the customer' heard throughout an organization. It is a systematic process for capturing customer requirements and translating these into requirements that must be met throughout the 'supply chain'. The result is a new set of target values for designers, production people, and even suppliers to aim at in order to produce the output desired by customers.QFD is particularly valuable when design trade-offs are necessary to achieve the best overall solution, e.g. because some requirements conflict with others. QFD also enables a great deal of information to be summarized in the form of one or more charts. These charts capture customer and product data gleaned from many sources, as well as the design parameters chosen for the new product. In this way they provide a solid foundation for further improvement in subsequent design cycles. QFD is sometimes referred to by other 'nicknames' - the voice of the customer (from its use as a way of communicating customer needs), or the House of Quality (from the characteristic house shape of a QFD chart).HistoryThe creation of QFD is generally attributed to Mitsubishi's Kobe shipyard in Japan. -Ethics is a body of principles or standards of human conduct that govern the behavior of individuals and groups. Ethics arise not simply from man's creation but from human nature itself making it a natural body of laws from which man's laws follow. Ethics is a branch of philosophy and is considered a normative science because it is concerned with the norms of human conduct, as distinguished from formal sciences such as mathematics and logic, physical sciences such as chemistry and physics, and empirical sciences such as economics and psychology. As a science ethics must follow the same rigors of logical reasoning as other sciences. The principles of ethical reasoning are useful tools for sorting out the good and bad components within complex human interactions. For this reason the study of ethics has been at the heart of intellectual thought since the early Greek philosophers, and its ongoing contribution to the advancement of knowledge and science makes ethics a relevant, if not vital, aspect of management theory. Ethical principles continue, even today, to have a profound influence on many modern management fields including quality management, human resource management and culture management. -Leadership has meaning only in an organizational context, and only in the sense of on managing within a system of inequalities. Superior-subordinate relationships help to define leadership behavior, and the cult...