THE NATURE OF HRM 1) WHAT IS HRM AND WHAT ROLE DOES IT PLAY IN WORK ORGANIZATIONS?

Answer Key 1: HRM is a strategic apporoach to managing employment relations which emphasizes that leveraging peoples capabilities is critical to achieving competitive advantages, this being through a distinctive set of integrated employment policies, proprammes and practices. Human Resource Management includes HR planning, Human resource planning is the process of systematically forecasting the future demand and supply for employees and the deployment of their skills within the strategic objectives of the organization. he human resources management plan is a tool which will aid in the management of the projects human resource activities throughout the project until closure. he human resources management plan includes! he purpose of the human resources management plan is to achieve project success by ensuring the appropriate human resources are ac"uired with the necessary skills, resources are trained if any gaps in skills are identified, team building strategies are clearly defines, and team activities are effectively managed. What role does it play in work organizations? here are the main roles as the following! HR matters are different because most people in managerial positions will have responsibility for other employees #eneral managers are e$pected to manage aspects of HR as part of their role. his devolved role has been increasing. hey may be involved with selection, training, payment, appraisal, discipline, or redundancy of staff %$pert support may be necessary from specialist HR staff, who will advise line managers, so the activities are shared. HRM links to strategic of the company. &or e$ample! 'ompany ( to make a strategic toresearch market and launch new products, but the company found that the personnel of the company are not sufficient to meet this new strategy. )o, in this case the role of the company ( *s HRM

is very important to recruit highly "ualified personnel in accordance with company goals. HRM builds the culture company. Answer Key : +hat is HRM! HRM is set of organizational activities aimed at effectively managing and directing human resources,labor towards achieving organizational goals. HRM focuses on HR planning, recruitment and selection, training and development, performance appraisal, performance management, employee relations and international human resource management -.HRM/ and providing direction for the people who work in the organization. %specially, the organization should compares current HR demand with future HR demand in HR planning. +hen current HR demand e"uals to future HR demand, the company should retrain your staff because of environments change. .n the case, future HR demand is higher than current HR demand, the company can re"uire staff to work overtime or do more tasks. he company also borrows HR, hire freelancers or part time employees, use temporary labors. 0n the other hand, the organization can transfer staff from this apartment to another department or promote potential staff to fill in the empty position. (nd the last method is recruitment new employees. +hat role it plays in work organizations! (t the organization, HR department is the place to supply supports for other departments to choose the suitable employees for tasks, so HR department is also recognized as a partner of other sections. hey will give advices and consults about HR issues to other departments in order to help other managers have effective decisions about HR like transferring, promoting or downsizing. Moreover, HRM plays an essential role in linking to companys strategies to supply human resources for performing tasks. HRM does not intervene in HR activities because HR managers often suggest strategies for increasing employee commitment to the organization1 it uses the recruiting process or matching employees with the right positions according to re"uirements of the organization. 0ne more important role of HRM is building up 'orporate 'ulture for organization,

through that the organization can create beliefs, ideologies, principles and values with employees and stakeholders. ) TO WHAT E!TENT DOES THE EMERGEN"E OF HRM REFLE"T THE RISE AND IDEOLOGY OF NEOLI#ERALISM? 2eoliberalism refers to economic liberalizations, free trade and open markets, privatization, deregulation, and increasing the role of the private sector in modern society. oday the term is mostly used as a general condemnation of policies that deregulate and increase the role of the private sector. HRM is a product of 34567s neoliberalism. .t was designed and sold, first in (merica, as something that would offset the need for trade unions because the new HR department would look after worker welfare. his, of course, was an absurd ruse. 2eoliberalism, because it is a rottweiler, needed a poodle, HRM was it. +orkers need to be weakened, watched, controlled, organized, counted, measured and classified. he techni"ues of HRM, some 8soft others 8hard, were perfect for this task under the guise of being interested in worker welfare. .n addition, it was necessary to control not only the body but the mind of workers. hey must feel a part of 8teams, 8empowered, 8trained. HRM offers buoyancy to the swamp that is 8middle society. .t helps keep people afloat in the swamp, offering them a lot benefits. 'onsume and be happy in the swamp, competing for the scraps given to you by the global elite. he problem is more people are entering the swamp and the scraps are getting fewer. ime for a new, real HRM, time for trade unionism again. 2eoliberalism leads to the widely opening of the market. &rom there, it can create the free movement of HRM and the high competition of HRM retaining is the result of them $) TO WHAT E!TENT IS HRM DIFFERENT FROM "ON%ENTIONAL PERSONNEL MANAGEMENT & OR IS IT SIMPLY 'OLD WINE IN NEW #OTTLES(? 9ifferences between HRM and the traditional term :ersonnel Management in nowadays are e$plained as below. .n earlier times, the

:ersonnel Manager of a factory or firm was the person in charge of ensuring employee welfare and interceding between the management and the employees. .n recent times, the term has been replaced with HR manager. his discussion looks at the differences in usage and scope of functions as well as the underlying theory behind these nomenclatures in more detail here. )* Pers+nne, M)n)-e.en/ raditionally the term personnel management was used to refer to the set of activities concerning the workforce which included staffing, payroll, contractual obligations and other administrative tasks. .n this respect, personnel management encompasses the range of activities that are to do with managing the workforce rather than resources. :ersonnel Management is more administrative in nature and the :ersonnel Managers main job is to ensure that the needs of the workforce as they pertain to their immediate concerns are taken care of. &urther, personnel managers typically played the role of mediators between the management and the employees and hence there was always the feeling that personnel management was not in tune with the objectives of the management. 0* H1.)n Res+1r2e M)n)-e.en/ +ith the advent of resource centric organizations in recent decades, it has become imperative to put ;people first< as well as secure management objectives of ma$imizing the R0. -Return on .nvestment/ on the resources. his has led to the development of the modern HRM function which is primarily concerned with ensuring the fulfillment of management objectives and at the same time ensuring that the needs of the resources are taken care of. .n this way, HRM differs from personnel management not only in its broader scope but also in the way in which its mission is defined. HRM goes beyond the administrative tasks of personnel management and encompasses a broad vision of how management would like the resources to contribute to the success of the organization. 2* "+n2,1s3+n .t is clear from the above paragraphs that HRM denotes a shift in focus and strategy and is in tune with the needs of the modern organization. HRM concentrates on the planning, monitoring and control aspects of resources whereas :ersonnel Management was largely about mediating

between the management and employees. Many e$perts view :ersonnel Management as being workforce centered whereas HRM is resource centered. .n conclusion, the differences between these two terms have to be viewed through the prism of people management through the times and in conte$t of the industry that is being studied. $*1) "OMPARE: Hard and soft HRM: o H)r4 HRM! =ery instrumental, practical approach .:eople seen as a passive resources to be used,deployed and if necessary diposed of hr planning is seen as a factor of production , incompatiable with trade uions>may necessitate confrontation to implement concepts o S+5/ HRM! )ometimes known as development humanism, stresses human side entails trust,collabration, skill development , place for unions in this model where unions are marginalised and by passed on many issues or alternative forms of employee repersentation are initiated , above all, about commitment and partnership High and low road HRM: o H3-6 :eople are seen as a resource, as cost1 they are hired, used and disposed of. Rational use is emphasised, as part of a profit>making strategy. he firm makes use of statistics to determine HR needs o L+w :eople are seen as humans who contribute to the firm, a resource worth investing in. 'ommitment strategies are used to help maintain the firms advantage in the market. ( hard approach is also a low commitment strategy, more likely to be adopted where there is a simple technology and plenty of replacement employees available

 ( soft approach is also a high commitment strategy, more likely to be adopted where technology is more comple$, and the workforce less easy to replace STRATEGI" HRM 7) '#USINESS8LE%EL STRATEGIES MAY #E "ONSTRAINED #Y HR ISSUES #UT RARELY SEEM TO #E DESIGNED TO INFLUEN"E THEM(* DIS"USS* ?usiness strategies include four levels! individual strategy, team strategy, departmental strategy and organizational strategy. However, HR strategy can influence to business levels by various ways. +ith individual strategy, it belongs to job profile the most. @ob profile helps employees know what they should do. hrough it, employees also can recognize their available personality traits up to now. 0n the other hand, HR manager and line manager can evaluate the performance of their staff e$actly to put employees into the right positions. +ith team strategy, we have team job profile to define the role of each member in the team. 9ue to it, teams can work better. 2e$t the departmental strategy, function and structure are important. .n this level, HR department helps organization to give advices to build up a smooth structure. (nd for the organizational strategy, HR department supports for ideas of vision, mission, goal, structure and corporate culture. HR issue has to design job profile, success profile, A:., maintain ethical behavior and link all the things in business level to the goal of company. he job profile will help the managers and staffs know what are their jobs, what they should do in their jobs and their roles. However, it does not affect the business strategy1 it just helps the company run smoothly, also the success profile. .t records the achievements of staffs as a result not the factors that help the staffs do their job. .t is just for the evaluation. 9) W6)/ )re /6e ,3n:)-es; 35 )ny; 0e/ween SHRM; ,e)4ers63< )n4 ,e)rn3n-? ?efore understanding the linkages between )HRM, leadership and learning, we have to acknowledge about what they are.

 &irstly, about )HRM, in organization, the HR manager must establish the HR goal which is linked to the companys strategy. &rom the general goals, HR manager start to plan step by step for departments, team and individuals. he plan has to mention the job profile, job success and A:.s for employees 8implementation. hey will follow the re"uirements and job descriptions in job profile to work well and achieve targets. hen, HR managers compare the results that the employees accomplish to the A:.s to have fair evaluation, even HR manager can use methods of evaluating such as! BC6 degree feedback rating scale. )econdly, about the leadership, it is the ability of manager to influences, inspire others following the right way and following the right tasks. here are some kinds of leadership style and styles of leaders. )omeone appreciates authority1 the others want to use participative style or even decentralized style. 9uring the process of leading employees, change and transformations should be applied to adapt to the change of business environment &inally, about learning, it should create a learning organization to train the employees1 create opportunities for them to share and e$change information and idea together. (ctually, the organization HRM needs to praise good staff, even the best one to make an e$ample for all of the employees. Moreover, these above knowledge will support and make clear the linkage between )HRM and leadership! good leaders with effective leading skill will have ability to assign the right tasks to the right persons. he leader will promote the right person after the good results from the evaluation the employees 8implementation. %ven, leader can apply successfully the reward system because the leader is the one who work with the employees during the working process. (bout the linkable of )HRM and learning, the learning, the learning organization is implemented is the organization, the employees will be coached by good model1 they will recognize their failure to correct in the future. hey employees also adapt the business environment change. %specially, HR manager will retrain the employees skill1 skill including hard skills and soft skills to provide suitable person in different circumstances. #ood learning and e$cellent leadership will support the success of strategic HRM in the modern life.

IHRM =) W6)/ 3s .e)n/ 0y SIHRM )n4 IHRM? .HRM can be defined as set of activities aimed managing organizational human resource at international level to achive organization all and achieve competitive advantage over competition at national and international level . HRM includes typical HRM functions such as recruitment , selection , training and development , performance appraisal and dismissal done at international and additional active such as global skills management , and so on F1n2/3+n +5 IHRM o Home country employees > employees belonging to home country to the firm wher the corporate head "uarter is situated o Most country employees D employees belonging to the nation which the subsidiary is situated o hird country employees D there are the employees who are for head "uarter . (s an e$ample , (merican multinational corporation which has a subsidiary at .ndia may employ a &rench person as the '%0 to the subsidiary . he &renchman employed is a third country employees . D355eren2e 0e/ween 4+.es/32 HRM )n4 IHRM HRM .ts done at national level 'oncerned with managing employees belong to one nation 'oncerned with managing limited number of hrm activities at national level Eess complicated due to less influence from the e$ternal environment .HRM .ts done at international level 'oncerned with managing , employees belonging to many nations - home country , host country , third country employees/ 'oncerned with managing additional activities such as e$patriate management

=ery complicated as it is affected heavily by e$ternal factors such as cultural distance and institutional factor SIHRM! )trategic international human resource management is the linkage of international human resource management with the strategic needs of business . Reason for the development of strategic international human resource management include the recognition HRM at any level is important to strategy implementation Major strategic component of multinational enterprise have a major influence on international management issues , function and policies and practices . Many of these characteristic of ).HRM can influence the attainment of the concerns and good of multinational enterprises here are a wide variety of factor that make the relationship between multinational enterprise enterprises and ).HRM comple$ M3ss3+n )n4 -+), +5 SIHRM 3. Mission and goal ! goal competitiveness , efficiency , local responsibility - sensitivity/, fle$ibility , organizational learning for M2% F. )trategy planning ! the process of planning how best to develop and implement policies and practices for managing people across international boundaries by multinational companies , including HRM issues function , policies , practices and the impact on international concern and goals M2% B. )trategy implementation is the manager in which an organization should develop, utilize organizational structure, control systems and culture to follow strategies that lead to competitive advantage and a better performance. )trategy evaluation ! a full analyses of each division and determining how function live recruiting and employees relation can support and employee relation e$isting strategies including invaluable resource in evaluating how to facilitate the adoption of strategies recruitments of new talent to sustain them and assure smooth transition

=*1) W6)/ 3s <sy26+,+-32), 2+n/r)2/? W6)/ 3s /6e 3.<)2/ +5 <sy26+,+-32), 2+n/r)2/ +n 3n/ern)/3+n), HRM? W6)/ s+,1/3+ns 4+ rese)r26ers s1--es/ /+ e)se /6e 3.<)2/s +5 0re)263n- /6e <sy26+,+-32), 2+n/r)2/? he term *psychological contract* -:'/ was first used in the early 34C6s, but became more popular following the economic downturn in the early 3446s. .t has been defined as *...the perceptions of the two parties, employee and employer, of what their mutual obligations are towards each other. hese obligations will often be informal and imprecise! they may be inferred from actions or from what has happened in the past, as well as from statements made by the employer, for e$ample during the recruitment process or in performance appraisals. )ome obligations may be seen as *promises* and others as *e$pectations*. he important thing is that they are believed by the employee to be part of the relationship with the employer. he case of )outhwest (irlines indicates that the success of managing positive psychological contracts like having fun at work, employees being ;number one< that leads to the success of its business. he concept of the :' has received considerable attention in relation to HRM. .t is a concept referring to an employees belief regarding the terms and conditions of a reciprocal e$change agreement between that employee and the employer. he impact of psychological contract on international HRM that helps to improve employees performance because its effects on attitudes and behavior of organizational members, it therefore leads to improve the performance of employees as well as retain them based on their loyalty and commitment with the organization. &or e$ample, in international HRM, particularly with regard to international staff transfers, it is often assumed that assignees have strong loyalties and commitment to the multinational corporations. (s a case, the psychological contract is maintained by HRM practices in )+(, which not only recruit the right person with the right attitude for the company but also encourage employees to be really themselves. (s a results, employees satisfaction, motivation, commitment and emotional intelligence have been generated to create successes for the company.

Research evidence shows that, where employees believe that management have broken promises or failed to deliver on commitments, this has a negative effect on job satisfaction and commitment and on the psychological contract as a whole. his is particularly the case where managers themselves are responsible for breaches, for instance where employees do not receive promised training, or performance reviews are badly handled. Managers cannot always ensure that commitments are fulfilled for e$ample where employment prospects deteriorate or organizations are affected by mergers or restructuring D but they may still take some blame in the eyes of employees. Researchers suggest some solutions for managers in order to ease the impacts of breaching the psychological contract G %mployment relationships may deteriorate despite managements best efforts! nevertheless it is managers job to take responsibility for maintaining them. G :reventing breach in the first place is better than trying to repair the damage afterwards. G ?ut where breach cannot be avoided it may be better to spend time negotiating or renegotiating the deal, rather than focusing too much on delivery. herefore, researchers suggest some solutions for managers to ease the impacts of breaching the psychological contract * T6e 2+n/e>/ +5 HRM ?) DES"RI#E THE MA@OR E"ONOMI" "HALLENGES FA"ING HR MANAGERS* Answer Key 1: +orkplace fle$ibility is e$pected to be on the rise as the future workplace, the 8virtual office* is characterized by creative and fle$ible work arrangements. (s more employees work off>site>up to two thirds of an organization in the F3st century D there will be an increase in emphasis on performance and results as opposed to the number of hours worked. .n addition, off>site employees can e$pect to attend fewer meetings. )pecified work will become much more collaborative and management will spend nearly all its time managing cross>functional work teams who enjoy a lot of autonomy. .n essence, there will be a movement, a trend towards a decentralized model of HR.

HR managers will have to accommodate employees in their virtual work locations and find ways to managecorporate culture, socialization and employee orientation. .n order to obtain and maintain a competent workforce, they must act as organizational performance e$perts and shape employees behavior without face to face meetings. (nother e$pected change in HR is the 8#lobal ?usiness* concept world trade knew a major growth during the last years and there is forecasted as well the growth of international businesses, especially among small firms. 0rganization rely more and more organization HR specialists as the facilitators of work across borders and among different cultures. herefore, they must be knowledgeable of other cultures, languages and business practices. hey will be re"uired to develop and manage an international workforce, maintain written and unwritten corporate polices for transportability to other cultures, keep top management informed of the costs of not paying attention to the transnational issues and provide their services to avariety of locations world wide. #lobalization will impact HR managers by re"uiring new skills such as language capabilities. &or e.g., in order to recruit employees from other cultures, HR managers will either have to learn new languages or else they will certainly have to have foreign speakers on staff. ?ut in order to facilitate communication among people coming from a wide range of language backgrounds, in most multinationals, it is preferred to speak %nglish. However, when we talk about #lobalization and culture, then how does this relation influence businesses and HR professionals* attitudesH HR managers must therefore be familiar with and understand other cultural norms to promote organization diversity Answer Key : (s the area of human resource, management becomes more strategic and more global. .t is becoming more important and critical to the organization. +hile not all companies are recognizing this yet, those that are most effective, seem to be the ones that are. (s a conse"uence, they are doing many things that make their management of HR as effective as possible. .n doing so doing, several things are being observed. 3, he role that the HR department and its HR professional to have traditionally played are changing substantially.

F, the competencies are re"uired of the HR professional to play these new roles and also changing rapidly with dramatic implication for current HR staffs and leaders. B, the HR professional is working more closely in partnership with line managers, employees, suppliers and representatives of labor union, strategic partners and members of community organization in order to be more effective in managing the firms HR. I, the structure of R department and the hr functions are being reshaped in order to better serve the various stakeholders of HR to make the management of people and the organization more effective. Eimited resource of training Recognition of HRM Retrenchment and downsizing. Eimited research work in HR +ork ethics RESTRU"TURING WORK AND ORGANIZATIONS A) '@+0 r+/)/3+n; B+0 en,)r-e.en/ )n4 B+0 enr326.en/ )re s3.<,y )//e.</s 0y .)n)-ers /+ 2+n/r+, 3n43C341),s )/ w+r:*( D+ y+1 )-ree +r 43s)-ree? D3s21ss* Answer Key 1: . agree with this opinion. @ob enlargement means increasing the scope of an employees job by increasing the amount of tasks he,she does, at a similar skill level. .n an early case e$ample .?M introduced changes to machine operators* jobs to include machine setting and inspection. .n addition, they introduced other wide>ranging changes in both the production system and the role of foremen and supervisors. +ith a larger number of tasks per worker, the time>cycle of work increases, thus reducing repetition and monotony. .t is less than clear just how successful changes of this type have been in practice. Jndoubtedly management in certain circumstances can benefit from the increased fle$ibility of the labor. @ob rotation refers to the movement of an employee from one job to another. @obs themselves are not actually changed1 only the employee is rotated among various jobs. (n employee who works on a routine job moves to work on another job for some hours,days,months and returns

back to the first job. his measure relieves the employee from the boredom and monotony, improves the employee*s skills regarding various jobs and prepares worker*s self>image and provides personal growth. @ob %nrichment is the addition to a job of tasks that increase the amount of employee control or responsibility. .t is a vertical e$pansion of the job as opposed to the horizontal e$pansion of a job, which is called job enlargement. %$amples! +e use job enrichment to make work more challenging and rewarding for our employees to make it easier to keep them. @ob enrichment means improvement in the "uality of job such that employees are more satisfied and fulfilled. hrough job enrichment an employee finds satisfaction and contentment in his job and through job enlargement employee feels more responsible and worthwhile in the organization. Answer Key : @ob Rotation is a management approach where employees are shifted between two or more assignments or jobs at regular intervals of time in order to e$pose them to all verticals of an organization. .t is a pre>planned approach with an objective to test the employee skills and competencies in order to place him or her at the right place. .n addition to it, it reduces the monotony of the job and gives them a wider e$perience and helps them gain more insights. @ob rotation is a well>planned practice to reduce the boredom of doing same type of job everyday and e$plore the hidden potential of an employee. he process serves the purpose of both the management and the employees. .t helps management in discovering the talent of employees and determining what he or she is best at. 0n the other hand, it gives an individual a chance to e$plore his or her own interests and gain e$perience in different fields or operations.

2owadays, the manager is not only use job rotation to contact subordinates, but also use job enlargement to train the staff in time. @ob enlargement is a job design techni"ue wherein there is an increase in the number of tasks associated with a certain job. .n other words, it means increasing the scope of ones duties and responsibilities. he increase in scope is "uantitative in nature and not "ualitative and at the same level. @ob enlargement is a horizontal restructuring method that aims at increase in the workforce fle$ibility and at the same time reducing monotony that may creep up over a period of time. .t is also known as horizontal loading in that the responsibilities increase at the same level and not vertically. Many believe that since the enlargement is horizontal in nature there is not a great need for trainingK 'ontrary to this, job enlargement re"uires appropriate training especially on time and people management. ask related training is not re"uired much since the person is already aware of the same or doing it for some time. D) S/14en/s +5/en 2+.<,)3n )0+1/ 4+3n- -r+1< <r+Be2/E w6y? Re,)/e y+1r )nswer /+ )1/+n+.+1s w+r: /e).s* W+1,4 y+1 w)n/ /+ 0e ) .e.0er +5 s126 ) w+r: -r+1<? D3s21ss y+1r re)s+ns* Answer Key 1: +orking in group is the skill that is re"uired at almost organizations. he reason is nobody can do everything by self. However, it is not easy to work in a group for a project. he first reason is conflict among members. %ach person has different thoughts, so ideas which are shown during the discussion are often various. Moreover, everybody always tends to protect their opinions from the others. +ithout listening, the pressure can be high and conflicts happen. &rom that, members will be

separated and lacked of cooperation. However, working in group without cooperation likes to work with blank paper1 goal of team will never reached or will be done terribly. 0n the other hand, difference about culture is also an obstacle. :eople can misunderstand each other because their habits, languages, behaviors are not similar due to the specific cultural characteristics. .f members cannot be patient enough to understand each other, their working process will not run smoothly. 0nce you work in the group, you should leave your ego at the corner of your mind because big ego will make you far from the group and be isolated. Jnderstanding these reasons before complaining about doing group, we should listen first to be a part of group. .t is really necessary when you are the member of an autonomous work team. (s a member, you and teammates have to take turn to lead the team. Lou should be calm to record and evaluate ideas of members for the general benefits. Lour decision likes a team leader will affect to the result of team projects seriously, so you must be careful. ?esides, autonomous team gives you fle$ibility and activeness, but you have the working plans properly because your teammates can be far from you with some kilometer or even some nations. herefore, you have suitable schedule to reduce disadvantages from space and time. .n the modern life, technology means like internet, cell>phones, or tablets become ;partners< to help everyone work together more easily. .n autonomous team, each member e$perts in their field, so diversifying tasks make the project run with less interruption. .n my opinion, . would like to work in a team for the projects. . know . can receive the help from teammates and . can get more e$periences from teammates knowledge. (s . said, working team is not easy but it will better than doing everything by one individual. Answer Key : +orking in group is appreciated by my companies and even schools. However, opposite to the benefits of group working, during the process of setting, implementing the group project, it happens a lot of conflict among members in the same group including ideas, working styles or culture. (n e$ample will prove this reason! a multicultural company which has different people in different country with different culture divides staffs

into four groups and each group also has difference cultures. (t the first time, when they suggest ideas for planning the %uropean, (merican give risk>taking ideas for easy success and the @apanese give risk>avoiding ideas for easy success. %ven, the (merican would like to work in comfortable environment with free working style and the @apanese appreciate high>control working style. Hence, staffs with different cultures are in conflict, leading to lack of corporation. .f the group has no method to close the distance among employees, they will be very difficult to understand each other and work together to achieve the general goals. Moreover, the staffs always have big ego and appreciate themselves than others. )urely, the small tasks will be done by many styles and many ideas without connection, because it is original from unclear goals for each member in group. (ll these reasons make the student often complain about doing project. (nother view point is people usually work in group as an autonomous work teams. My side, . want to be a member in such group because of the following reasons! firstly, in this kind of team, . have ability to manage myself and my team. . feel that . am really mature and responsible for what . and my team do and the the results which my team achieve. )econdly, each member in this team has chance to be a leader because of taking turn to lead the team. hirdly, staffs still work through space and time, like virtual teams. :eople can maintain good communication and work depends on high>tech means of communication such as internet, )kype, yahoo, cell phoneMthe members do not worry about the distance because of the strongly continuous development of technology in the world. .n the company, if the tasks of each team rarely connected, the HR managers usually apply the autonomous work team because almost multinational and international companies have a lot of simple tasks which can be done by distance. .t not only reduces cost but also create comfortable environment for employees. %ven, the employees seem to be trusted and respected1 they will try their best to contribute to accomplish the teams goal. hese reasons are also the benefits or advantages of the autonomous work team.

D*1) W6)/ 3s /6e 3.<)2/ +5 4+wns3F3n-? N).e +1/ s+.e .)3n 2r3/32s +5 4+wns3F3n-? 9ownsizing is defines as reducing the overall size and operating costs of the company, most directly through a reduction in the total number of employees. ( reduction of the workforce is one of only several possible ways of improving profitability or reducing costs. 9ownsizing has a number of negative effects not only on workers in different industries, but also on their communities and the market as a whole. &or e$ample, one company that suffered greatly was 9elta (irlines, which had laid off over 35,666 employees during the early 3446s. 9elta (irlines realized in a very short time that it was running short of people for its baggage handling, maintenance and customer service departments. 0ne study of NF &ortune 366 firms shows that most firms that announce a downsizing campaign show worse, rather than better financial performance. he main impacts of downsizing include! &irms reputation as a good employer suffers because the negative publicity associated with a downsizing campaign can also hurt the companys image in the labor market, making it more difficult to recruit employees later. &or e$ample, (pple 'omputers reputation as good employer declined after several layoffs in 3446s. (lthough the initial cost savings are a short>term plus, the long>term effects of an improperly managed downsizing effort can be negative. Many downsizing campaigns let go of people who turn out to be irreplaceable assets. 9ownsizing forces rethinking of employment strategy. Eifelong employment policies not credible after a downsizing. &or instance, .M? abandoned lifelong policy after several layoffs in early 3446s. 'hange in employee behavior. &or e$ample, when an employee is told that he is losing his job as part of a downsizing process, he may become despondent. He may compare himself unfavorably to colleagues who will remain with the company and lose confidence in his skills and abilities. =iolation of psychological contract, simply because due to downsizing the workers lower their work commitment. &or e$ample,

lump>sum bonuses, such as one>weeks e$tra pay for each year of service, are relatively ineffective in persuading older workers to retire early. %mployees who survive the staff purges often become narrow> minded, self>absorbed, and risk>averse. %arly retirements, in which a company offers more generous retirement benefits in return for an employees promise to leave at a certain time in the future, are often part of a larger buy>out scheme. 9ownsizing not only leads to a loss of talent, but in many cases it disrupts the social networks needed to promote creativity and fle$ibility. Many employees also start looking for alternative employment opportunities. )ome main critics recommend that laying workers off to improve competitiveness often fail to produce the intended results because downsizing can lead to the following unforeseen problems and difficulties! > he loss of highly>skilled and reliable workers and the added e$pense of finding new workers. >(n increase in overtime wages. >( decline in customer service because workers feel they lack job security after layoffs. >%mployee attitudes that may change for the worse, possibly leading to tardiness, absenteeism, and reduced productivity. > (n increase in the number of lawsuits and disability claims, which tends to occur after downsizing episodes. > Restructuring programs sometimes take years to bear fruit because of ensuing employee confusion and the amount of time it takes for employees to adjust to their new roles and responsibilities. D* ) Des2r30e A/:3ns+n G1DA7) .+4e,* W6)/ 3s /6e )4C)n/)-e )n4 43s)4C)n/)-e +5 /6e s/r)/e-y +5 ) 5,e>30,e +r-)n3F)/3+n? he (tkinson -345I/ fle$ible firm draws into a simple framework the new elements in employer manpower practices, bringing out the relationships between the various practices and their appropriateness for different companies and group of workers. his model identified I types of fle$ibility that companies seek!

1! "unctional! his refers to a firms ability to adjust and deploy the skills of its employees to match the tasks re"uired by its changing workload, production methods and technology. ! #umerical! his refers to a firms ability to adjust the level of labor inputs to meet fluctuations in outputs. here is increased use of part> timers, temporary, short>term contract staff, job sharers and agency workers. $! %istancing &trategies: his refers to the increased use of other firms that undertake non>core activities such as catering, cleaning and transport. )uch a strategy will be cheaper. '! "inancial: his refers to achievement of fle$ibility through the pay and reward structure. he second "uestion focuses on the advantages and disadvantages of the strategy of a fle$ible organization. &irstly, the advantages are listed as follows! Reduced labor turnover )hort>term and long>term savings -including recruiting and space costs, lost billings, lost clients, training time, etc./ Reduced risk -fewer new people cycling in and out of firms who re"uire training to learn how the firm works/ More satisfied clients especially those who are sensitive to work,life issues O because of continuity of their service teams. %mployability> greater recruiting success as an ;employer of choice.< )econdly, the disadvantages of the strategy of a fle$ibility organization are described below! > Higher cost! (n organization employing fle$ibility as an essential part of its strategy will find that its costs are not the lowest in the industry. he key to fle$ibility, however, is not in being the lowest cost producer in the market but rather in being the optimal cost producer. &or e$ample, in order to meet its re"uirements for a specific set of operations in its production process, a firm will ordinarily be better off buying simple specialized machines that e$ecute the task well. However, if it were to incorporate fle$ibility, the firm would need to buy general purpose machinery with ade"uate optional features. his will, of course, result in higher cost, as

general purpose machinery with optional features would be more costly than specialized e"uipment. > .ncreased stress! he employees of a firm which functions with substantial strategic fle$ibility would tend to e$perience higher levels of stress. his stress arises from the distinctive nature of operations of such firms. ypically, employees in these firms have relatively little scope to regularize and routinize their job activities. he employees would need constantly to adapt and change, thereby having to learn new skills in the process, leads to high job stress. (s a result, firms may have to lose otherwise highly productive employees who are unable to cope with high> fle$ibility work demands. > ( potential lack of focus! &irms adopting substantial strategic fle$ibility should be careful about losing sight of their distinctive competencies. his could easily happen in an environment that is in a constant state of flu$. Managers need to be aware of the trade>off between responding "uickly to market signals and waiting a while before adapting. ( swift response could result in the firm overreacting to some change that might turn out later as not significant. ( delayed response, on the other hand, could result in the firm gaining no particular advantage. D*$) De53ne re<)/r3)/3+n? I.<)2/s +5 re<)/r3)/3+n +n HRM? H+w /+ )C+34 ne-)/3Ce 2+nseH1en2es +5 re<)/r3)/3+n? Repatriation may be defined as the activity of bringing an e$patriate back to the home country. Repatriation is the final step in the e$patriation process -recruitment P selection pre>departure training foreign assignment repatriation or reassignment/ Repatriation is important because with it are associated a number of severe challenges for the e$patriate which may significantly determine his or her performance prior to the return to the home country, and which hinder the e$patriates reintegration due to ;readjustment problems< or ;reverse culture shock -reentry shock/< after return. .n the HRM sector, the impacts of repatriation can cause some issues. &irstly, the repatriate is returning from a high>status position with high autonomy to a less highly profiled role in the parent company. 'areer opportunities may also diminish, rather than e$pand, as a result of working

overseas. he challenges and satisfaction associated with greater responsibility may be e$changed for a feeling of boredom and under> utilization. .n addition, the repatriate is no longer ;special< or different from fellow workers. here is feeling of being 8let>down, which significantly affects work satisfaction. )econdly, salary and fringe benefits provided while on foreign assignments are now lost, and the e$patriate and family must adjust to a lower standard of living. hirdly, repatriate retention is proving to be a major concern to those working in the international sector. 9espite the substantial costs involved in developing the potential of high caliber employees to take and hold e$patriate roles, these same people are often dissatisfied on their return to their homelands. .t has been reported that up to FN percent of repatriates wish to leave the company after their return to a ;normal post<. &inally, poor repatriation can also result in a loss of high>potential employees, employee under> utilization and subse"uent employee reluctance to accept overseas positions. herefore, in order to avoid negative conse"uences of repatriation organizations must plan for repatriation, and implement effective repatriation programs and practices to successfully retain people with global insight and e$perience. &irst, the processes and policies relating to repatriation must be more rigorously developed and documented in order to facilitate e"uitable and efficient management of the program. )econd, there should be a greater awareness of the need to develop such programs in order to increase the retention rate of e$perienced e$patriates. HR PLANNING 1I) 'W6en )n +r-)n3F)/3+n 3s .)<<3n- +1/ 3/s 51/1re nee4s; 3/ 3s ) ser3+1s .3s/):e /+ /63n: <r3.)r3,y 3n /er.s +5 n1.0er; 5,+ws )n4 e2+n+.32 .+4e,s*( D3s21ss* Mapping out future needs 2umber Movement %conomic flows flows HR finance Market share $

2ew products, services ?etter , well> $ organized Q brand name, reputation -9o not pay attention to the table, just use to demonstrate/ he first thing is the Human resources. .n term of the number, we actually can calculate the organizations need of HR. he HR manager can calculated how many staffs are there in the company or how many staffs do they need for the ne$t year HR plan. .n term of the movement flow, there is no mistake of HR. he staffs actually can move from different company or from nations to nations. here is no reason why they have to stay in the same place when they can increase the change of getting promotion, having higher salary or just getting better working environment. (nd the HR can make the economic chart. he organization can make bar chart, pie chart and may chart to demonstrate their HR. he second thing is finance. .n term of the number, there is no mistake for sure. How can the organization calculate their finance without using numberH hey also can control the flow of the money. hey will know where do the money go, where should they invest their money in. (nd of course, they can apply the economic chart to their finance. Market share can calculate in the percentage and the percentage mean number. )o there is no mistake in term of number. he movement flow may have a problem. How can the market share move from place to placeH (nd just like the finance element, chart can be used to demonstrate how large of the companys market share. 2ew product, service are ok in term of number. +e can calculate how many new product,service the company will launch this or ne$t year. (nd the new product, service can be moved from place to place if the company can see the profit from those places. he chart can be used to see how successful the new product, service are. he company can see how their new product, service making profit, or how many people use their product.

Reputation of course can be count in number. 2o company can say that they have 3 or F reputation, it is ridiculous. he reputation of an organization can move from place to place along with their product, service. (nd the companies can use the chart to know how famous are they, how many people know about them. 11) H+w 3s HRP ,3n:e4 /+ 2+r<+r)/e <,)nn3n-? +hen developing strategic plans, the management team ensures that the plans for each of the resources are developed in conjunction with each other. his is due to the fact that the resources are interdependent of one another. he interdependence means that the result of whatever is planned for and acted upon with one resource will have an influence on the plans of another resource. he management team and the HR professional must understand the link between the three resources - echnology, finance, human resources/ and how best to develop strategic plans for each resource. HR: consists of B steps! 3. 9emand forecasting future people needs. F. )upply forecasting the future availability of people. B. (ction plans to match supply to demand. herefore, HR: process involves in corporate strategic plans, corporate resourcing plans, work environment analysis, and even operational effectiveness analysis. &orecasting the future employee needs can be done using several methods such as 9elphi method, Jnit &orecasting, &ormal %$pert )urvey, rend analysis etc. HR supply is the internal employees who can be promoted and transferred using a Management or )kill inventory and the unemployed who are seeking jobs or the employed but seeking better opportunities. hen the HR demand should be compared against the HR )upply. his will result in an e$cess or shortage of employees for the future. )trategies should be formulated to avoid the e$cess, shortage. %$cess can be deal with by freezing recruitment, offering voluntary retirement, transferring to other branches etc while hiring employees, getting e$isting employees to do over time1 out sourcing etc can be done for shortage of employees. .n fact, HR: is a support function to the corporate planning because HR plans must match with the

re"uirements of corporate strategy. .f the HR: does not match with the corporate strategy, the impact on the business could be disastrous like lack of re"uired strength in manpower, lack of right "uality people, lack of skills, lack of competence, etc, that would result in poor sales, poor revenue, lower profit, cash flow impact, de>motivation of the teams, attrition rate increase, loss of talent, etc. 1 ) W6)/ 3s .e)n/ 0y '5,e>30,e w+r:3n-(? E><,)3n /6e 3.<,32)/3+ns +5 5,e>30,e w+r:3n- 5+r /6e .)n)-e.en/ +5 HR* &le$ibility is the process of doing something more effective. .n organization, work fle$ibility is the changing way of what suit employees need and organizations capability. .n other words, it makes both employee and organizations business enable to meet through making change in time, location, pay, function and variable in job. &or e$ample, managers can allow their staff working at home to complete tasks or encourage them to set up fle$ibility working hours to ma$imize performance. Managers appraise and value their staffs based on the working results or outcomes of task which are given to them in order to saving both financial and time. .n addition, hey also provide variable works to each team to reduce operating cost of each function apartments in organization. &le$ibility work gives more benefits for both employees and employers. o implicate fle$ibility work in HRM, managers should to recognize and acknowledge well the organizational strategies, and then identify the projects are needed to be achieved. %ach project and task are need different competencies and those competencies must be available in job profile. HR department analysis tasks and skills needed for each job position. 'haracteristics and key point of job are needed to be mentioned to design interview "uestion in test methods of recruitment. .n addition, recruitment process of organization has to make plan within budgets, time and location. (fter doing interview, managers select key point for selection based on the test interview answer. RE"RUITMENT AND SELE"TION

1$) H+w 3s )n +r-)n3F)/3+nJs s/r)/e-y ,3n:e4 /+ re2r13/.en/ )n4 se,e2/3+n? %very organization has strategies to run their business. .n order to reach those strategies, they set some specific projects to support. hen, the one who will be in charge of the project has to have the re"uired competency. 0nce we have competencies, we will base on that to create the job profile. .n the job profile, we divide it into F parts, which are recruitment and selection. &or the recruitment, we have four factors. Recruitment channel, recruitment time, recruitment budget, and interview "uestion on test designing. Re2r13/.en/ 26)nne,; this we will select the channel to advertise the recruitment information, for e$ample, through newspaper, website, recruitment center, etc.. Re2r13/.en/ /3.e; this means we set the deadline to recruit the candidate. Re2r13/.en/ 014-e/; this refers to the money we advertise through Recruitment channel. In/erC3ew H1es/3+n; we prepare the "uestion to ask the candidate, for instance, we ask them about and skills and soft skills. &or the selection, we have candidate evaluation and induction process. ")n434)/e eC),1)/3+n is used to standardize the recording of information collected during an interview and assist in evaluating and comparing different candidates when interviews are completed. &or e$ample, we compare about the relevant education background, related work e$perience, related computer skills. In412/3+n <r+2ess; this is applied to outline the process undertaken to assist new staff members commencing employment with the 'ompany, for instance, we guide them about 0ccupational Health and )afety .nduction, 'orporate .nduction, %$plain the role of key people in the business, jobs, tasks and responsibilities. 17) S6+1,4 B+0 4es2r3</3+ns 0e )0)n4+ne4 3n re2r13/.en/ )n4 se,e2/3+n? @ob descriptions should not be abandoned in recruitment and selection. ?efore mention the reason for the disagreement of this statement, we should have more knowledge in recruitment and selection. &irstly, recruitment is the process of choosing the suitable channels, time1 using appreciable budget and designing interview "uestions for job applicants.

)econdly, after recruiting, the company continues to do selection through the candidates evaluation and induction process. .t re"uires the standard which is suitable to HR planning and companys strategies. o recruit better candidates with suitable competencies, it needs to mention job description for clear understanding. (t the first time, the managers should inform the job description for everyone inside and outside the organization. )urely, if someone hopes to be in this position, he will consider and prepare the relative data to apply for this job. @ob description can help the manager focus the suitable employees with saving time and money. Moreover, based on job description, the managers will be easy to make job interview "uestions, because the interview is very important in recruitment1 it is the way that the managers access the candidates1 the managers will understand the candidates competencies through the interview "uestions. 0n the other hand, depending on job re"uirements, the managers can see as the standard of evaluating the applicants who can meet the re"uirements1 they will be high appreciated. %ven, job description help the new staffs work not difficulty as well as the direction for what they need to do in the future. &or e$ample! when a company want to recruit the '&0, they should prepare the job descriptions include all the condition needed with a new '&0 such as! all abilities and skills to do tasks, good knowledge in this financial and management matters. ?esides, the HRM must choose headhunter as the channel to introduce and looking for candidates. ?ig amount of money will be spent to select the good and effective '&0. (nd then, during the interview process, many difficult "uestions related to financial circumstance and economic should be made to understand the competencies and skills of candidates. his process will evaluate whether he or she has enough knowledge and ability or not. Hence, the above theory and e$ample can e$plain why the author disagree with the give statement. 19) Are )ssess.en/ 2en/ers ) 5)3r )n4 C),34 w)y +5 se,e2/3ne.<,+yees? o choose "ualified individuals for a role, organizations use assessment centers as the method to select. However, the assessment centers just

appraise common competencies for common positions in certain industry. (s usual, potential candidates will be invited to assessment centers by the organization they have applied to, so they can get free for some traveling e$penses during testing time. &or e$ample, :w' has an allowed e$pense of up to RB66 for international applicants. herefore, there are not all organizations that prefer to use assessment centers1 they are used by larger graduate recruiters to assess candidates. Moreover, as . said above, assessment centers are just used for some industries, so evaluation of them are not absolutely fair. .n education field, "uality assessment at program level is re"uired to follow certain standards such as lecturers at university have to have M?( degree or above to ensure their knowledge enough to train students. .n addition, this method is fairer in terms of gender, race and age than other methods. (t federal courts, assessment centers -are the juries/ have viewed as valid and fair to help to give selection without papers or pencils. 0n the other hand, assessment centers have unfair aspects because different companies have different strategy in recruiting. 'ompanies are influenced by some outside conte$ts like relationships, budgets, etc. .n service industry, companies prefer to use head hunter firms, internal recruitment to save costs. )o, assessment centers are invalid in these cases. PM AND APPRAISAL 1=) W6)/ s6+1,4 0e /6e <1r<+se +5 PM )n4 PA? P1r<+se +5 <er5+r.)n2e )<<r)3s), +hy you do performance appraisalH :urpose of performance appraisal include elements as follows! 1! (areer %e)elopment G his provides an opportunity for discussion of career objectives, and creation of a strategy designed to ma$imize career potential. G o provide an opportunity for career counseling G o help in succession planning. G o assess training needs G o plan for career development G o assess and develop individual abilities

G o provide an objective basis on which to base decisions about training and promotion ! "eed*ack G (s well, feedback is encouraged in both directions! as such, employees are encouraged to prepare ratings of their supervisors. G o provide constructive feedback to the individual regarding how their performance is seen. G his provides a structured format for the discussion of performance issues G on a regular basis. G &eedback either reinforces performance strengths, or provides the opportunity to discuss resolution of performance deficiencies. $! Administrati)e +ses of ,erformance appraisal G )alary G :romotion G Retention,termination G Recognition of performance G Eayoffs G .dentification of poor performers '! ,erformance History G his provides a performance history which is not dependent upon human memory, and which may be useful in the full range of personnel decisions, including compensation decision>making. G o review past and present performance, identifying strengths and weaknesses. -! .rganizational /oals G o clarify, for the individual, organizational e$pectations G his provides an opportunity to view ones performance in the conte$t of broader organizational goals. G o assess future promotion prospects and potential G o set objectives for the ne$t period 0! 1o* &tandards his provides an opportunity for clearer articulation and definition of performance e$pectations.

2! %ocumentation use of of ,erformance appraisal G 9ocumentation for HR decisions G Helping to meet legal re"uirements T6e P1r<+se +5 Per5+r.)n2e M)n)-e.en/ :erformance Management links people to performance and profit. .t starts by understanding what success looks like for an organisation, and then ensures that everyone in an organisation works effectively to achieve that success. Dr3C3n- Res1,/s :urpose > to drive improvement in business results through individual, group, and enterprise goal alignment, measurement, performance coaching and performance information sharing. ( performance management process 3n/en4e4 /+ 4r3Ce /6e )263eCe.en/ +5 :ey 01s3ness res1,/s is typically designed to ensure that individual, group and enterprise goals and e$pectations are clearly defined, focused on key priorities, and well connected to the drivers of results. &ormal and informal processes are used for identifying and communicating performance e$pectations and goals and ensuring goal alignment across group performance goals and measures are developed at several levels in the organisation. his is usually done with some balance between financial, operational and customer>based metrics. #13,43n- ")<)03,3/y o drive organization and individual capability development by clarifying role>specific goals and competencies, establishing an environment of constructive feedback, and using formal developmental coaching,mentoring. ( performance management process 3n/en4e4 /+ 4r3Ce 2)<)03,3/y 4eCe,+<.en/ is typically designed to help employees understand what they need to learn and how they need to learn it. %mployees are e$pected to be in a constant growth and learning mode, demonstrating organization and,or role>specific competencies1 the bundles of skills, behaviours and knowledge that are critical to the organisations ability to e$ecute its business strategy. 'oaching and mentoring programs and processes are used on a formal

basis to provide employees with ongoing support as they develop and apply new competencies. Gr+w3n- T),en/ o motivate and retain high performers by providing career development programs encompassing motivational and reward strategies, challenging work assignments and other on>the>job learning initiatives that will lead to career advancement and ongoing job satisfaction. ( performance management process for identifying and rewarding talent is typically designed to yield a performance assessment that can easily be used to make decisions involving compensation, work assignments, career advancement and,or recognition. he way in which measures and goals are developed lends itself to differentiating individuals and,or groups. 1?) D+ y+1 /63n: /6)/ )<<r)3s), )n4 )ssess.en/ /e26n3H1es en6)n2e /6e '.)n)-e)03,3/y( +5 e.<,+yees? he recognition of the importance of manageability as well as trust in different organizations has grown dramatically in recent years. Manageability of employees have necessitated the need for performance appraisal and assessment in most organizations1 this has also called for the need for researchers to find out whether appraisal and assessment techni"ues have effects on employees manageability in an organization. his essay therefore will be based on the enhancement of appraisal and techni"ues on the manageability of employees. he main purpose of appraisal is to give the appraisee the opportunity to reflect on their work and learning needs in order to improve their performance. his can be achieved through discussing their development and feedback on their job performance in a way that is constructive and motivational. .t should result in an effective personal development plan. &or that purpose, key :erformance .ndicators are "uantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. hey will differ depending on the organization. &or e$ample! ( business may have as one of its Aey :erformance .ndicators the percentage of its income that comes from return customers.

( school may focus its Aey :erformance .ndicators on graduation rates of its students. ( 'ustomer )ervice 9epartment may have as one of its Aey :erformance .ndicators, in line with overall company A:.s, percentage of customer calls answered in the first minute. ( Aey :erformance .ndicator for a social service organization might be number of clients assisted during the year

Aey :erformance .ndicators will be different among different organizations. +hatever Aey :erformance .ndicators are selected, they must reflect the organization*s goals, they must be key to its success, and they must be "uantifiable -measurable/. Aey :erformance .ndicators usually are long>term considerations. he goals for a particular Aey :erformance .ndicator may change as the organization*s goals change, or as it gets closer to achieving a goal. hey are measurement of performance within an organization, which is to evaluate the success of the business in terms of its primary objectives. A:.s vary widely, depending on the type of business and its goals and it must be measurable so leadership can use A:. factors for assessment ?ase on all advantages that A:.s brings to (ppraisal system, and then we can determine that appraisal and assessment techni"ues have enhanced ;manageability< of employees in some ways. o appraise performance successfully, managers need to understand the techni"ues and goals of performance appraisal and assessment. ?ennett -345S/ defines performance appraisal as the ;assessment and analysis of employees past failures and successes, as well as the estimation of their suitability for promotion or training<. 2evertheless some of the most important reasons for conducting performance appraisal and assessment enhance! :lanning! identify future potential for promotion and help managers develop a greater understanding of subordinates problems1 set and review performance objectives. Reward! recommended to enhance employee motivation and managerial and organizational performance

 train and development! .dentify training and development needs1 give employees feedback on their performance1 improve current performance of employees1 counsel employees on career opportunities1 improve communication, and clarify and set realistic targets %mployee relation! learning organization -coaching/. relationship between managers and subordinates and the interview process itself, that is, the "uality of communication between supervisor and subordinate can be improved %mployees must know that they are being assessed and told of the assessment techni"ue and criteria used as this will enable employees to receive feedback on their performance, identify training needs and make further plans for development. 2evertheless, any organization that e$pects to thrive must do more than simply encourage high level of performance1 instead it must also measure and reward performance. (lso, the success of the scheme depends on good training of the line manager conducting the appraisals relate between employees and an organizations central department. Managers should be concerned with fairness and using the appraisal systems which can help them manage more successfully. 0rganizations should be encouraged not only to identify the management competencies that are the most critical to successful performance but also to ensure that these same competencies are incorporated in the performance appraisal process HR DE%ELOPMENT 1A) H+w 2)n -r)41)/e s:3,,s 0e 0e//er e.<,+ye4 0y +r-)n3F)/3+ns? Answer Key 1: here are some strength and +eakness of graduate skills. &irst is strength, the graduate skill is usually young people, so, they possess a high degree of ambition. (t work, they always set the highest goals and try to finish the job with enthusiasm. ?esides, they are also very active and creative in their work. #raduate skills can always adapt to the new working environments and always refresh their working style as well as their knowledge to fit with the organization.

However, the graduate skills also e$ist some significant weaknesses. hey are very ambitious, so, they are often not satisfied with what they have. he big ego usually hurt them, therefore, they don not want to take responsibility for a mistake and they tend to blame others -colleagues or boss/ and always see the injustice. he most important thing is that they lack e$perience in the work as well as solving problems ... because the knowledge in universities is not enough to help them can be aware of the comple$ problems behind a simple issue. .n addition, they often conflict at work because of their eager for success. )o how to graduate skills can become better by the organization. .t depends on the organizations. &irst, the #raduate skills tend to choose a business with a professional working environment to learn practical e$perience. )econd, companies need to create incentives to help employees develop their creativity and passion for the work. hird, the company should have appropriate and 9 policies to develop the capacity of graduate skills. .n the company without a training program at first, it re"uires a lot of e$perience to be able to complete the work. #raduate skills understand that. herefore, training is essential to develop the skills and e$perience e$change. &inally, companies should collect job re"uirement to understand the needs, strengths and weaknesses of the staff support them in developing skills. Answer Key : Most of companies want to get benefit from recruiting new talent to get enthusiasm and fresh ideas. )ometimes, it can be difficult to ac"uire these at a cost that is attainable. 0ne option is to employ a recruit graduate from Jniversity. raditionally, most graduate recruitment was undertaken by large companies, but some do not have luck like this. he graduated students are usually young, dynamic, fresh and creative. Recent graduates have lots of potential, but maybe more challenging than other employees. hey are likely to be very ambitious and willing to work harder in order to prove themselves. .n addition, they are intelligent and well educated. #raduates start their job with no baggage to prove a degree of loyalty. However the graduated student have look of e$perience, big ego, lack of business relationship. (ll of that makes them reduce the opportunities of the position that they want in the companies. 9epending

on the company, the graduates have non>training need to join some internship programs to get e$periences. .n other hand, the re>training program with some skill they have little e$perience. #iving them job description to develop skills with some activities, programs, and understand what job recruitment needs. 1D) Le)rn3n- 3s ) '-++4 /63n-( 5+r eCery+ne* D3s21ss* (s the beginning of our lives, we appear new and strange view with this world. (s kid, everything e$isting that has made us spent most of time to discover and learn unusual around us. .n the initial stages, we learn how to sit, how to crawl, stand and walk. (nd then we get older and learn about phenomenon around us, how could cloud form, how could rain happenM he world is our class room. %very year, we can look back on ourselves the year before and be amazed at how much weve learned. .n college, things get a lot more specialized, but were still continuing to learn all that we can. Earge of people just stop learn by self after they graduate to their college or university and start working. However, in the today fast changing world, learning is the essential and necessary in development and learning is the good thing for organizations. here are many e$planations for this. &irst of all, learning can help us ac"uiring new skills. Anowledge, skills and ability which we have learned in college or university could not satisfy with actually needs in organization. +e have to learn more to develop and improve our e$pertise to adapt with current and future demands of jobs. )econdly, we can develop further professional in careers through our learning activities. Eearning activities helps us obtain more knowledge and competences various both widely and deeply. hirdly, learning activities both formal and informal manner in organization can help managers retain and attract talents employees. %mployees are the significant factors for the successful of organization, especially talents employees. Eearning in organization may open potential prospect in future for successful and that could satisfy the psychology demands of talents. &inally, learning activities can help us catch new demands in future and attain better performance in organization. 2ew skills and knowledge will become significant competences of employees

in the development of organization and that facilitate to achieve tasks within shorten time and less resource in order to get better performance. I) W6)/ s6+1,4 0e /6e r+,e +5 .)n)-ers 3n HRD? .n many organizations, managers now carry out many activities which were traditionally within the remit of human resource -HR/ and in many cases they also carry out development activities in conjunction with HR such as coaching, performance appraisal, development staffs and HR brand name, and manage talents. (fter recruitment process, employees are initially trained to adapt with organization. (nd then they are given tasks and projects for achieving team, group and organization mission. heir jobs will be measured by appraisal process of managers for evaluating performance. hat is significant steps which are needed in HR development. he second role of managers is developing their staff through employees performance and work. %mployees tasks can be delegated to all subordinates in team or group of managers. .n this way, employees are responsible for the task on a circulation basis, which will create fle$ibility and job enlargement for employees and imply differences between functions of subordinates and will create enrichment in job of them through giving opportunities to use each of employees ability to achieve tasks. he development staffs also is creating job enlargement through increasing the scope of a job by e$tending the ranges of job duties and responsibilities generally within the same level and border. he third role of manager in HR development is coaching. 'oaching is carried out by managers especially by line managers, for obtain new skills, knowledge and ability for current and future demands. &ourthly, talents management and potential management are significantly needed for manager in hr development. Managers should use special strategy in retaining, developing, rewarding, and making talents in workplace. ( talent management strategy needs to be linked to the business strategy to make sense and make them as an essential part for the success of organization. &inally, managers should build HR brand name in order to develop. 0verall image and reputation of HR profession can help organization to saving cost for recruit potential employees on many fronts from outside vendors and increasing advantages to firms that understand what customer

service and accountability are all about. &or corporate HR professionals to retain their competitive edge, they must start thinking of themselves as brands to be marketed. he process of HR brand development process can include! identify customers needs and perceptions, develop a mission statement to guide employees through challenges, spread organizations memo and enhance visibility to make employees and all department know outside the firms in wider of HR of market. I*1) "+.<)re /)y,+r3s. )n4 5+r43s.? W6)/ )re /6e3r 2+n/r301/3+ns /+ /6e 4eCe,+<.en/ +5 HRM? 'ompare aylorism and &ordism! aylorist and &ordist management control methods have had the most influence impact on organizational production till present day. ?oth methods aim to increase organizational productivity at the e$pense of employee job satisfaction. aylorism, also known as scientific management was developed by &rederick +inslow aylor -35NC D 343N/ based on making labor more efficient. aylor believed that ;the best management was true science 8resting upon clearly defined laws, rules and principles< -+ilson, F66I/. .n order to gain control over the workforce, all three key principles needs to be achieved. aylors principles are, produce rules, laws and formulae, take brain work away form the factory floor, and plan out, give written instructions to every worker on e$actly what to do -?raveman, 34SI/. .ts main objective was improving economic efficiency, especially labor productivity. +hile &ordism was named after Henry &ord, an (merican car manufacturer who pioneered mass production based on direct controls over the workers. his theory aims to achieve higher productivity by standardizing the output, using conveyor assembly lines, and breaking the work into small deskilled tasks. 'ontributions of aylorism and &ordism to the development of HRM! ?oth aylorism and &ordism provided a means of increasing the capitalists control over the worker and increasing production. here are several significant features of aylorism and &ordism that contribute to

their success in the industrial workplace. he dissociation of the labor process, the complete separation of conception and e$ecution, and the use of the monopoly of knowledge to control the e$ecution of each workers task are the three principles of aylorism that this method contribute to develop HRM. ?esides, for developing HRM, the three components of &ordism are also applied. hey are the manufacturing division of labor, the scientific management of labor, and the moving line are the three components of &ordism. I* ) De53ne HRD* A<<r+)26es /+ HRD? K+,0Js ,e)rn3n- 2y,e? 9efinition of HR9! HR9 covers functions related primarily to training, career development, organisational development and research and development in addition to other organisational HR functions where these are intended to foster learning capacity at all levels of the organisation, to integrate learning culture into its overall business strategy and to promote the organisations efforts to achieve high "uality performance > )lotte et al. -F66I/ (pproaches to HR9! HR9 approach lies somewhere in between! HR9 generally covers some sub D system, e.g. training and development, counseling, performance appraisal, career planning, etc. .n details, staff development and staff training are parts of the bigger concept of human resource development -HR9/. raining is just one possible way to organise and implement learning processes in organizations and not always the most effective one. HR9 encompasses the broad set of activities that improve the performance of the individual and teams, hence the organization. raining and development have come to be viewed as lifelong activity, rather than the front end ac"uisition of "ualifications. (s a result, the focus of concern has shifted from what the trainer does, to what the learner re"uires. he ultimate aim of the training and development process has been characterized as the creation of the learning organization, constantly reviewing its mistakes and successes and adapting its activities appropriately. Moreover, HR9 can be e$tended to industrial relations -.R/. HR9 is new concept. .t is a renaissance of traditional ways of man management.

0n the other hand, approaches to HR9 can be recognized such as! o &unctionalist approach! .n this approach, HR9 is a ;function to function< process. o ?ehaviorist approach! .n this approach, people are machines1 the organization creates motivation by using money. Eearning is the end product, and employees are evaluated by task analysis with "uantitative standards. o Humanistic approach! %very employee is uni"ue, employees skills are important. .nstructional activities are provided based on individual needs. Eearning is as a process and employees take responsibility for their own leading to develop. o )trategic HR9 approach! HR9 is linked to 8strategic planning, and becomes a source of ;competitive advantage<. Aolbs learning cycle! 9avid Aolb proposed a I>stage e$periential learning cycle that applies to all learners. He suggested that immediate or concrete e$periences provide a basis for observation and reflection. hese are assimilated and distilled into abstract concepts which can be actively tested, in turn creating new learning e$periences. .ndividual learners will demonstrate differences in the way they think about things and the way they do things. Aolb*s learning theory sets out 5+1r 43s/3n2/ ,e)rn3n- s/y,es -or preferences/, which are based on ) 5+1r8s/)-e ,e)rn3n- 2y2,e. -which might also be interpreted as a *training cycle*/. .n this respect Aolb*s model is particularly elegant, since it offers both a way to understand 3n43C341), <e+<,eKs 4355eren/ ,e)rn3n- s/y,es, and also an e$planation of ) 2y2,e +5 e><er3en/3), ,e)rn3n- /6)/ )<<,3es /+ 1s ),, . Aolb includes this *cycle of learning* as a central principle his e$periential learning theory, typically e$pressed as 5+1r8s/)-e 2y2,e +5 ,e)rn3n-, in which K3..e43)/e +r 2+n2re/e e><er3en2esK provide a basis for K+0serC)/3+ns )n4 re5,e2/3+nsK. hese *observations and reflections* are assimilated and distilled into K)0s/r)2/ 2+n2e</sK producing new implications for action which can be K)2/3Ce,y /es/e4K in turn creating new e$periences. Aolb says that ideally -and by inference not always/ this process represents a learning cycle or spiral where the learner *touches all the bases*, ie., a cycle of e$periencing, reflecting, thinking, and acting. .mmediate or concrete

e$periences lead to observations and reflections. hese reflections are then assimilated -absorbed and translated/ into abstract concepts with implications for action, which the person can actively test and e$periment with, which in turn enable the creation of new e$periences. Aolb*s model therefore works on two levels > ) 5+1r8s/)-e 2y2,e! 1* "+n2re/e E><er3en2e 8 G"E) * Re5,e2/3Ce O0serC)/3+n 8 GRO) $* A0s/r)2/ "+n2e</1),3F)/3+n 8 GA") 7* A2/3Ce E><er3.en/)/3+n 8 GAE) and a 5+1r8/y<e 4e53n3/3+n +5 ,e)rn3n- s/y,es, -each representing the combination of two preferred styles, rather like a two>by>two matri$ of the four>stage cycle styles, as illustrated below/, for which Aolb used the terms! 1* D3Cer-3n- G"ELRO) * Ass3.3,)/3n- GA"LRO) $* "+nCer-3n- GA"LAE) 7* A22+..+4)/3n- G"ELAE) M)/r3> C3ew: w)/263n4+3n- GA2/3Ce GRe5,e2/3Ce E><er3.en/)/3+ O0serC)/3+n 8 n 8 AE) RO) 5ee,3nG"+n2re/e )22+..+4)/3n- 43Cer-3nE><er3en2e 8 G"ELAE) G"ELRO) "E) /63n:3nGA0s/r)2/ 2+nCer-3n)ss3.3,)/3n"+n2e</1),3F)/3 GA"LAE) GA"LRO) +n 8 A")

REWARD MANAGEMENT 1) Is .+ney /6e <r3.e 4r3Cer +5 e.<,+yee <er5+r.)n2e? Money is not the prime driver of employee of performance. :aying money is important but usually not the main factor in employees going elsewhere. Money. )ome employers think it doesnt do much to improve employee performance and engagement, while others with small budgets are bummed theyre unable to pay their staff more.+hats more important is whether the salary they receive is fair. ;Money matters to people if they dont feel that they are paid fairly in relation to industry standards or what their colleagues in the same role earn< . o be paid a huge salary would be terrific, but if you hate what you do, are treated like crap, and see no future in the organization, money is unlikely to keep you there for long. he researching of this topic , a firm specializing in talent management and human capital consulting, believe money is a performance trigger but only for as long as it helps employees maintain their lifestyle. 0nce thats achieved, other factors are needed to sustain their enthusiasm, such as work>life balance, opportunities for development, a positive work

environment, and recognition for a job well done. he employees are motivated by money up to a point :sychological motivation - non>financial reward/ 9epend on HR policies - working condition , '' , leadership , brand name / 'lear strategies P sustainable development Reward system - &inance P non finance / ?eing treated with respect, and having leaders worthy of respect1 ?eing supported actively to achieve career development aspirations. 0nce pay satisfies an employee*s financial commitments and hygiene factors, money becomes a weaker motivational tool. Hygiene factor is common term in HR, refer to element of the workplace disengagement if theyre absent, such as company policies, job security, general administration and relations with co>workers. heir mere presence, though, isnt enough to motivate people. hey found that when managers clearly communicate how salaries and rewards are determined, this has as much of an influence on employees satisfaction with their pay as it does when managers go ahead and increase the employees wages. 1*1) W6)/ )re /6e .)3n /y<es +5 rew)r4? Any re,)/3+ns63< w3/6 %r++.Js e><e2/)n2y /6e+ry? W6)/ 3s /6e 4355eren2e 0e/ween 3n43C341), )n4 -r+1< <er5+r.)n2e re,)/e4 <)y? %mployees are motivated when they feel their employer appreciates them and their work. hey will work harder and happier with some positive attitude from the employer. Many companies may reward their staffs by paying them e$tra money or commitment when employees finish the work well. 0thers may give them some recognition like promoting, praise from the manager or training course. .n conclusion, no matter how the organizations reward their employees, there are just F main type of reward! financial and non>finance reward -intrinsic/. &inancial reward! in this time of challenging and inflation like this, financial reward can be particularly motivating. Lou can set up a bonus program that rewards employees for meeting certain goals within a given period. &or e$ample, if sales goals are e$ceeded in a si$>month period, you could award your sales manager and representatives a certain percentage

of the goal amount at the end of the si$ months. Lou can also provide cash awards for employees who contribute cost>saving ideas to the company or who refer "uality candidates who are hired by the company. )alary increases are also an effective reward for a job done well and serve as a motivation to remain with the company. 2on>finance reward! .n the Maslows hierarchy of needs, the finance reward may cover the lower part of the pyramid. he higher part of the pyramid is job satisfaction1 a feeling of completing challenges competently, enjoyment, and even perhaps the social interactions which arise from the workplace. hese are at the upper, self>efficacy end of the need hierarchy. hese kind of reward may come from different form, for e$ample! o :aid time of! 0verworked or stressed employees will be motivated by rewards of additional paid time off. ?onus vacation days enable your employees to re>energize, and the reward is less costly for your business than other financial incentives. o 'ompany logo item! it will make the employees thing that their companies want to remember them and so the employees. hese logo items can be the recognition for their long hard work. &or e$ample! ?lizzard -game develop organization/ reward some uni"ue item for those who work for over N years and more. Re,)/3+ns63< w3/6 %r++.Js e><e2/)/3+n /6e+ry:

3. he employee believes that his or her efforts will result in acceptable performance. F. he employee believes that acceptable performance will lead to the desired outcome or reward. B. he employee values the reward. &rom the figure of the =rooms e$pectation theory, the organization may find out how to motivate the staffs. (t the first step, the employee may put their effort into their work and they believe that their effort will make their performance better. (nd with the better performance, they will meet the companys policies and have the reward. )o the company may use this to determine how hard the or how much the employees have put in their work to take the reward. )o the managers can build up the reward system with different type of reward to make it suitable to the e$pectation of the employees. 9ifferences! .ndividual performance related pay! pay directly to the individual employee and base on a commitment of time, energy or combination of both. #roup, team! pay for the group for their effort, their cooperation with each other to achieve the group, teams goal. PM AND REWARD SYSTEMS IN "ONTE!T ) D3s/3n-13s6 PM )n4 PA* Pr+s )n4 2+ns +5 e)26 :M is a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with strategic goals of the organization. :erformance appraisal emphasizes the assessment of an employees strengths and weaknesses and does not include strategic business considerations. (lso, :( systems usually do not include e$tensive and ongoing feedback that an employee can use to improve her performance in the future. &inally, :( is a once a year event that is often driven by the HR department, whereas performance management is a year>round way of managing business that is driven by managers.

$) 19 26)r)2/er3s/32s +5 )n 34e), PM sys/e.* :M systems! :erformance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. :erformance management is a whole work system that begins when a job is defined as needed. .t ends when an employee leaves your organization. 3/ S/r)/e-32 2+n-r1en2e* he system should be congruent with the unit and organizations strategy. .n others words, individual goals must be aligned with unit and organizational goals. F/ "+n/e>/ 2+n-r1en2e. he system should be congruent with the organizations culture as well as the broader cultural conte$t of the region or country. he importance of conte$t in implementing highly effective performance management systems is emphasized throughout the book. B/ T6+r+1-6ness. he system should be thorough regarding four dimensions. &irst, all employees should be evaluated. )econd, all major job responsibilities should be evaluated. hird, the involution should include performance spanning the entire review period, not just the few weeks or months before the review. &inally, feedback should be given on positive performance aspect as well as those that are in need of improvement. I/ Pr)2/32),3/y* )ystems that are too e$pensive, time consuming, and convoluted wil obviously not be effective. #ood, easy>to>use systems are available for managers to help them make decisions. &inally, the benefits of using the system must be seen as outweighing the costs. N/ Me)n3n-51,ness* he system must be meaningful in several ways. &irst, the standards and evaluations conducted for each job function must be considered important and relevant. )econd, performance assessment must emphasize only those functions that are under the control of the employee. hird, evaluations must take place at regular intervals and at appropriate moments. ?ecause one formal evaluation per year is usually not sufficient, informal "uarterly reviews are recommended. &ourth, the system should provide for the continuing skill development of evaluators. &inally, the results should be used for important administrative decisions. :eople will not pay attention to a system that has no conse"uences in term of outcomes that they value.

C/ S<e235323/y* ( good system should be specific! it should provide detailed and concrete guidance to employees about what is e$pected of them and how they can meet these e$pectations. S/ I4en/3532)/3+n +5 e55e2/3Ce )n4 3ne55e2/3Ce <er5+r.)n2e* he system should allow for distinguishing between effective and ineffective behaviors and results, thereby also allowing for the identification of employees displaying various levels of performance effectiveness. .n terms of decision making, a system that classifies or ranks all levels of performance and all employees similarly in useless. 5/ Re,3)03,3/y* ( good system should include measures of performance that are consistent and free of error. 4/ %),343/y* he measures of performance should also be valid. .n this conte$t, validity refers to the fact that the measures include all relevant performance facets and do not include irrelevant performance facets. 36/ A22e</)03,3/y )n4 5)3rness* ( good system is inherently discriminatory, some employees will receive ratings that are lower than those received by other employees. However, we should strive to develop systems that are regarded as fair from the distributive, procedural, interpersonal, and informational perspectives because each type of justice perception leads to different outcomes. 0ne way to improve all four justice dimensions is to set clear rules that are applied consistently by all supervisors. 33/ In2,1s3Ceness* #ood systems include input from multiple sources on an ongoing basic. )uch inclusive systems are likely to lead to more successful systems including less employee resistance, improved performance, and fewer legal challenger. 3F/ O<enness* #ood systems have no secrets. &irst, performance is evaluated fre"uently and performance feedback is provided on an ongoing basic. herefore, employees are continually informed of the "uality of their performance. )econd, the appraisal meeting consists of a two>way communication process during which information is e$changed, not delivered from the supervisor to the employee without his or her input. hird, standards should be clear and communicated on an ongoing basic. &inally, communications are factual, open, and honest.

3B/ "+rre2/ )03,3/y! he process of assigning ratings should minimize subjective aspects1 however, it is virtually impossible to create a system that is completely objective because human judgment is an important component of the evaluation process. 3I/ S/)n4)r43F)/3+n: his means that performance is evaluated consistently across people and time. o achieve this goal, the ongoing training of the individuals in charge of appraisals, usually managers, is a must. 3N/ E/632),3/y* #ood systems comply with ethical standards. his means that the supervisor suppresses her personal self>interest in providing evaluations. .n addition, the supervisor evaluates only performance PM PRO"ESS 7) Des2r30e PM <r+2ess* L3n:s ).+n- e)26 s/)-e* he :M process includes si$ closely related components! prerequisites, performance planning, performance execution, performance assessment, performance review, and performance renewal and recontracting. he first component of the :M process involves two prerequisites. &irst, there is a need to have good knowledge of the organizations mission and strategic goals. his knowledge, combined with knowledge regarding the mission and strategic goals of ones unit, allows employees to make contributions that will have a positive impact on their units and on the organization as a whole. )econd, there is a need to have good knowledge of the job in "uestion. ( job analysis allows for the determination of the key components of a particular job! what tasks need to be done, how they should be done, and what A)(s are needed. .f we have good information regarding a job, then it is easier to establish criteria for job success. he second component of the :M process involves performance planning. :erformance planning includes the consideration of results and behavior as well as a development plan. ( discussion of results needs to include key accountabilities, specific objectives for each key accountability, and performance standards. ( discussion of behaviors needs to include competencies. &inally, the development plan includes a

description of areas that need improvement and goals to be achieved in each area. he third component involves performance execution. ?oth the employee and the manager are responsible for performance e$ecution. &or e$ample, the employee needs to be committed to goal achievement and should take a proactive role in seeking feedback from his or her supervisor. he burden is on the employee to communicate openly and regularly with the supervisor. (lso, the employee has a responsibility to be prepared for the performance review by conducting regular and realistic self>appraisals. 0n the other hand, the supervisor also has important responsibilities. hese include observing and documenting performance, updating the employee on any changes in the goals of the organization, and providing resources and reinforcement so that the employee can succeed and continue to be motivated. he fourth component involves performance assessment. ?othe the employee and the supervisor must evaluate employee performance. .nvolvement of the employee in the process increases his or her ownership and commitment to the system. .n addition, it provides important information to be discussed during the performance review. .n the absence of self>appraisals, it is often not clear to supervisors if employees have a real understanding of what is e$pected of them. he fifth component involves performance review when the employee and manager meet to discuss employee performance. his meeting is usually called the appraisal meeting. his meeting typically emphasizes the past! what the employee has done and how it was done. (n effective appraisal meeting also focuses on the present and the future. he present involves the changes in compensation that may result from the results obtained. he future involves a discussion of goals and development plans that the employee will be e$pected to achieve during the period before the ne$t review session. he final component involves performance renewal and recontracting. (lthough this component is identical to the performance planning stage, this component uses information gathered during the review period to make adjustments as needed. &or e$ample, some new key

accountabilities and competencies may be included. 'onversely, some goals may have to be adjusted either upward or downward. PM AND STRATEGI" PLANNING 9) E><,)3n /6e 3.<)2/ +5 s/r)/e-32 <,)nn3n- +n PM )trategic planning is a process that involves describing the organizations destination, assessing barriers that stand in the way of that destination, and selecting approaches for moving forward. he main goal of strategic planning is to allocate resources in a way that provides organizations with a competitive advantage. 0verall, a strategic plan serves as a blueprint that defined how the organization will allocate its resources in pursuit of it goals. 9esign goal! o attract and retain an outsourcing staff who are highly motivated and productive and who vigorously pursue revenue generating and cost reduction strategic :rocess! Result of process,:urpose! )trategic planning serves following purpose &irst and foremost, strategic planning allows organizations to define their identifies. .n other words, it provides organization with a clearer sense of who they are and what their purpose are. )econd, strategic planning helps organizations prepare for the future because it clarifies the desired destination. Anowing where the organization wants to go is a key first step in planning how to get there. hird, strategic planning allows organizations to analyze their environment, and doing so enhances their ability to adapt to environmental changes and even anticipate future changes. (lthough knowledge of the environment does not guarantee that an organization will be more likely to change and adapt, knowledge is the first step toward possible adaptation. &ourth, strategic planning provides organizations with focus and allows them to allocate resources to what matters most. .n turn, the improved allocation of resources is likely to stimulate growth and improve profitability &ifth, strategic planning can produce a culture of cooperation within the organization given that a common set of goal is created. )uch a culture of cooperation can gain organizations a key competitive advantage.

 )i$th, strategic planning can be a good cooperate eye opener because it generates new options and opportunities to be considered. 2ew opportunities to be considered may include e$panding to new markets or offering new products. &inally, strategic planning can be powerful tool to guide employees daily activities because it identified the behaviors and results that really matter. .mpact! all manager,team,individuals get involved in the strategy =) E><,)3n /w+ w)ys /+ )263eCe s/r)/e-32 2+nsens1s* Way answer 1: )trategic consensus occurs when the various organizational units agree on a common set of strategic priorities. (lthough it may seem that the greater the consensus across units, the better firm performance, this is not always the case because we must differentiate between consensus regarding strategies and consensus regarding goals. .n the early development of strategic management as a field, the dominant approach was for a firm to focus first on goals, and then create strategies on how to compete. his process has been described as ;formal,< ;normative,< or ;grand strategy.< ( more recent way of thinking about consensus within the conte$t of strategic planning has been influenced by the industrial organization perspective from economics. his perspective argues that a firm must first agree on a strategy - e.g, low cost or differentiation/, and then subse"uently decide on goals. hese two alternative se"uences, strategies goals versus goals strategies, were contrasted against each other in a study involving the heads of purchasing and manufacturing of more than 366 manufacturing companies in )pain. Results suggested that the strategies goals se"uence was superior in terms of predicting firm performance. .n sum, it is beneficial for the cascading of strategic planning to first have units agree on common strategies before they agree on what goals will be set to reach those strategic priorities. Way answer : )trategic consensus occurs when the various organizational units agree on a common set of strategic priorities. .t means that we must differentiate between consensus regarding strategies and consensus regarding goals. .n the early development of strategic management as a field, the dominant approach was for a firm to focus first

on goals, and then create strategies on how to compete. his process has been described as formal, normative, or grand strategy. his perspective argues that a firm must first agree on a strategy and then decide on goals. hese two alternative se"uences! strategies goals, and goals strategies. hese two ways were contrasted against each other in a study involving the heads of purchasing and manufacturing. Results suggested that the strategies goals se"uence was superior in terms of predicting firm performance. .n sum, it is beneficial for the cascading of strategic planning to first have units agree on common strategies before they agree on what goals will be set to reach those strategic priorities. "HOOSING A MEASUREMENT APPROA"H ?) W6)/ 3s <er5+r.)n2e? :erformance is the accomplishment of give task measured against preset known standards of accuracy, completeness, cost, and speed. .n a contract, performance is deemed to be the fulfillment of an obligation, in a manner that releases the performer from all liabilities under the contract. .n business, the definition of performance does not include the results of an employees behaviors but only the behaviors themselves. :erformance is about behavior or what employees do, not about what employees produce or the outcomes of their work. here are two additional characteristics of the behaviors we label ;performance<. &irst, they are eC),1)/3Ce. his means that such behaviors can be judged as negative, neutral, or positive for individual and organizational effectiveness. .n other words, the value of these behaviors can vary based on whether they make contribution toward the accomplishment of individual, unit, and organizational goals. )econd, performance is .1,/343.ens3+n),. his means that there are many different kinds of behaviors that have the capacity to advance -or hinder/ organizational goals. &or e$ample, anchors could be words and phrases such as ;outstanding<, ;significantly e$ceeds standards<, ;fully meets standards<, ;does not fully meet standards<, and ;unacceptable<. his illustrates the evaluative nature of performance because this set of behaviors is judged as positive, neutral, or negative. .n addition, this e$ample illustrates the multidimensional nature of performance because there are several behaviors that, combined,

affect the overall perceived contribution that an employee makes to the effectiveness of others in the work unit. .n other words, we would be missing important information if we only considered, for e$ample, ;share information and resources< and did not consider the additional behaviors listed earlier. ?ecause not all behaviors are observable or measurable, performance management systems often include measures of results or conse"uences that we infer are the direct result of employees behaviors. A) E><,)3n /6ree .e)s1re.en/ )<<r+)26es* Pr+s )n4 2+ns* here are three approaches that can be used to measure performance! behavior, results, and trait approaches. ( behavior approach emphasizes what employees do -how work is done/. his approach is most appropriate when the link between behaviors and results is not obvious, outcomes occur in the distant future, and poor results are due to causes beyond the employees control. ( behavior approach may not be the best choice if most of these conditions are not present. However, in most situations, the inclusion of at least some behavior based measures is beneficial. ( results approach emphasizes the outcomes and results produced by employees. his is basically a bottom line approach that is not concerned with how the work is done as long as certain specific results are obtained. his approach is most appropriate when workers are skilled in the needed behaviors, behaviors and results are obviously related, results show consistent improvement over time, and there are many ways to do the job right. (n emphasis on results can be beneficial because it could encourage employees to achieve the desired outcomes in creative and innovative ways. 0n the other hand, measuring only results is typically not welcomed by employees even in types of jobs for which the e$pected result is very clear ( traits approach emphasizes individual traits that remain fairly stable throughout an individuals life span. his approach may be most appropriate when an organization anticipates undertaking drastic structural changes. ( major disadvantage of this approach is that traits are not under the control of individuals, and even when individuals possess a specific

positive trait, this does not necessarily mean that the employee will engage in productive behaviors that lead desired results. MEASURING RESULTS AND #EHA%IORS D) De/er.3ne <er5+r.)n2e s/)n4)r4s* .t is very hard to determine what level of performance is possible from a person if you only have one person in a specific job role, especially if you are new to leading someone who does that function. hough there are a few things you can do )eek input from someone in your network who has more e$perience than you, and ask them what they think is reasonable. )it with your employee to get a feel for their work, find out how long tasks take and what their work rate is like, and from this determine if the current level of performance is reasonable. )et more than one standard, current performance is the minimum and set a couple of stretch performance levels and then motivates your people to step up to the stretch level of performance. .f you have a group of people performing the same job function it is easier to set performance standards, in addition to the actions identified above, you can also .dentify the current average performance within your group and make this the new minimum, or .n a group setting, ask your people to determine the appropriate level of performance, including what is a reasonable e$pectation, good and high productivity. Revisit this discussion every three months. 2ote, if you are using the skills outlined in team leadership program, you will find that over a B to C month period your teams performance will improve significantly. ime in motion is often looked at as a means of determining productivity targets, unless you are assessing machines operations, time in motion should be avoided. .t is good to know how long a task takes, however this is not an absolute assessment of potential productivity. +hen setting performance standards it is best if you are consultative with your people, listen to what they have to say and listen to their concerns. 0nce you have worked with your people to develop the performance

standards you should trial them for a few weeks, maybe si$ or eight weeks. 9uring this trial period give your people feedback on their performance D according to the system you developed together. hen, listen to your people again1 see if they have any issues or if there is anything they dont think is fair about the new performance standards. (ssess their concerns and make changes where it makes sense to make the change. Lou will get higher productivity if you let you people have some influence over the way that they are measured and what they are re"uired to achieve than if you insist on developing the standards in isolation and trying to force compliance. here are characteristics of good performance standards! 1* Re,)/e4 /+ /6e <+s3/3+n: #ood standards are based on the jobs key elements and tasks, not on individual traits or person to person comparisons. * "+n2re/e; s<e23532; )n4 .e)s1r)0,e: #ood standards are observable and verifiable. hey allow us to distinguish between different performance levels. ( good standard allows supervisors to measure the employees actual performance to determine if is below e$pectations, fully satisfactory, or above e$pectations. )tandards are specific and concrete so that there should be no dispute over whether and how well they were met. $* Pr)2/32), /+ .e)s1re: #ood standards provide necessary information about performance in the most efficient way possible. #ood standards are created by taking into account the cost, accuracy, and availability of the needed data. 7* Me)n3n-51,: #ood standards are about what is important and relevant to the purpose of the job, to the achievement of the organizations mission and objectives and to the user or recipient of the product or service. 9* Re),3s/32 )n4 )263eC)0,e: )tandards are possible to accomplish, but they re"uire a stretch. here should be no apparent barriers to achieving the standard. %mployees should be able to reach the standards within the specified time frame. =* ReC3ewe4 re-1,)r,y: .nformation should be available on a regular basis to determine whether the employee has reached the standard, and if not, remedial action should be taken.

$I) "6++se ) .e)s1re.en/ sys/e.* Pr+s )n4 2+ns* 'omparative systems of mearsuing behaviors imply that employees are compared to one other. .f a simple rank order system is used, employees are simply ranked from best performer to worst performer. (lternatively, in an alternation rank order procedure, the supervisor initially lists all employees. hen, the supervisor selects the best performer -T3/, then the worst performer -Tn/, the the second best -TF/, then the second worst -Tn> 3/, and so forth, alternating from the top to the bottom of the list until all employees have been ranked. (dvantages! hese types of measurement procedures are usually easy to e$plain. 9ecisions resulting from these types of systems are fairly straightforward! it is easy to see which employees are where in the distributions. hey tend to control several biases and errors made by those rating performance better than do those in absolute system. )uch errors include leniency - i.e., giving high scores to most employees/, severity -i.e, giving low scores to most employees/, and central tendency -i.e., giving any above>e$pectations or below>e$pectations ratings. 9isadvantages! %mployees usually are compared only in terms of a single overall category. %mployees are not compared based on individual behaviors or even behaviors even individual competencies, but instead are compared based on an overall assessment of performance. (s a conse"uence, the resulting rankings are not sufficiently specific so that employee can receive useful feedback, and also these rankings maybe subject to legal challenge. ?ecause the resulting data are based on rankings and not on actual scores, there is no information about the relative distance between employees. (ll we know is that employee ( received a higher score than employee ?, but we do not know if this difference is, for e$ample, similar to the difference between employee ? and employee '.

GATHERING PERFORMAN"E INFORMATION $1) E><,)3n n3ne .)B+r 2+.<+nen/s +5 )<<r)3s), 5+r.* (ppraisal forms usually include a combination of the following components! 3. #)s32 e.<,+yee 3n5+r.)/3+n! his section of the form includes basic employee information such as job title, division, department and other work group information, employee number, and pay grade or salary classification. .n addition, forms usually include the dates of the evaluation period, the number of months and years the rater has supervised or worked with the employee, an employees starting date with the company and starting date in the current job, the reason for the appraisal, current salary and position in range, and the date of the ne$t scheduled evaluation. F. A22+1n/)03,3/3es; +0Be2/3Ces; )n4 s/)n4)r4s! .f the organization adopts a results approach, this section of the form would include the name and description of each accountability, objectives agreed upon by manager and employee, and the e$tent to which the objectives have been achieved. .n many instances, the objectives are weighted in terms of importance, which facilitates the calculation of an overall performance score. &inally, this section can also include a subsection describing conditions under which performance was achieved, which may help e$plain why the employee achieved the -high or low/ performance level described. &or e$ample, a supervisor may have the opportunity to describe specific circumstances surrounding performance during the review period, including a tough economy, the introduction of a new line of products, and so forth. B. "+.<e/en23es )n4 3n432)/+rs! .f the organization adopts a behavior approach, this section of the form includes a definition of the various competencies to be assessed, together with their behavioral indicators. I. M)B+r )263eCe.en/s )n4 2+n/r301/3+ns! )ome forms include a section in which a rater is asked to list the two or three major accomplishments of the individual being rated during the review period. hese could refer to results, behaviors, or both. N. DeCe,+<.en/), )263eCe.en/s! his section of the form includes information about the e$tent to which the developmental goals set for the

review period have been achieved. his can include a summary of activities, such as workshops attended and courses taken as well as results, such as new skills learned. %vidence of having learned new skills can be documented, for e$ample, by obtaining a professional certification. (lthough some organizations include developmental achievements in the appraisal form, others choose to include them in a separates form. )un Microsystems is an e$ample of an organization that separates these forms. )ome organizations do not include development content as part of the appraisal form because it is often difficult for employees to focus constructively on development if they have received a less than ideal performance review. C. DeCe,+<.en/), nee4s; <,)ns; )n4 -+),s! his section of the form is future oriented and includes information about specific goals and timetables in terms of employee development. (s noted before, some organizations choose to create a separate development form and do not include this information as part of the performance appraisal form. S. S/):e6+,4er 3n<1/! )ome forms include sections to be filled out by other stakeholders employees performance, such as customers with whom the employee interacts. 0verall, stakeholders are defined as people who have firsthand knowledge of and are affected by the employees performance. .n most cases, input from other stakeholders is collected from them by using forms separate from the main appraisal because not all sources of performance information are in the position to rate the same performance dimensions. &or e$ample, an employee may be rated on the competency ;teamwork< by peers and on the competency ;reliability< by a customer. ( more detailed discussion of the use of various sources of performance information is offered later in this chapter. 5. E.<,+yee 2+..en/s! his section includes reactions and comments provided by the employee being rated. .n addition to allowing formal employee input, which improves the perceived fairness of the system, the inclusion of this section help with legal issues because it documents that the employee has had an opportunity to participate in the evaluation process. 4. S3-n)/1res! the final section of most forms includes a section in which the employee being rate, the rater and the raters supervisor provide

their signatures to show they have seen the content of the form. he HR department may also provide approval of the content of the form. PM AND EMPLOYEE DE%ELOPMENT $ ) E><,)3n <ers+n), 4eCe,+<.en/ <,)ns: 4es3-n ) <,)n; +0Be2/3Ces; 2+n/en/; )2/3C3/3esM :ersonal 9evelopment :lanning has been described as ;a structured and supported process undertaken by an individual to reflect upon their own learning, performance and,or achievement and to plan for their personal, educational and career development<. he :9: -personal development plan/, also called an .9: -individual development plan/ or :%: -personal enterprise plan/, usually includes a statement of one*s aspirations, strengths or competencies, education and training, and stages or steps to indicate how the plan is to be realized. :ersonal development plans may also include a statement of one*s career and lifestyle priorities, career positioning, analysis of opportunities and risks, and alternative plans -:lan ?/,and a curriculum vitae. .n higher education, personal development plans typically include a portfolio containing evidence of the skills gathered over a particular timeframe. .t is presumed in education that undertaking :9: will assist in creating self>directed independent learners who are more likely to progress to higher levels of academic attainment. .t is also used in HRM. :ersonal developments plans are often a re"uirement for employee '=s. %mployees who are participating in business training are often asked to complete a personal development plan. ( five year personal development plan can often be developed by an individual to organize personal goals and make them achievable within a certain time period. he primary purpose of a :9: -:ersonal 9evelopment :lan/ is to help an individual learn and develop more effectively and to be able to! Eearn in a wider variety of ways and a wider range of conte$ts1 Recognize and be able to list evidence of their own learning and therefore the progress they are making 9raw upon and use their e$panded personal knowledge to achieve particular goals1

Review, plan and take responsibility for their own learning1 Recognise and define their training,learning needs. $ *1) Tr)3n3n- <r+-r).s 3n /6e PM sys/e.: Ty<es +5 <r+-r).s* Pr+s )n4 2+ns* > R)/er err+r /r)3n3n- GRET) e$poses raters to the different errors and their causes. R% does not guarantee rating accuracy, but becoming aware of what types of errors are likely to occur and the reasons for these errors is a very good first step in minimizing them. > Fr).e +5 re5eren2e GFOR) /r)3n3n- familiarizes raters with the various performance dimensions to be assessed. he goal is that raters will develop a common &0R in observing and evaluating performance. ( typical &0R training program includes a discussion of the job description for the individuals being rated and the duties involved. Raters are then familiarized with the performance dimensions to rated by reviewing the definitions for each dimension and discussing e$amples of good, average, and poor performance. Raters are then asked to use the appraisal forms to be used in the actual performance management system to rate fictitious employees usually shown in written or videotaped practice vignettes. he trainees are also asked to write justifications for the ratings. &inally, the trainer informs trainees of the correct ratings for each dimension and the reasons for such ratings and discusses differences between the correct ratings and those provided by the trainees. herefore this training takes "uite a bit of time and effort to develop and administer. his type of training is most appropriate when performance measurement focuses on behaviors. > #e6)C3+r), +0serC)/3+n G#O) /r)3n3n- focuses on how rates observe, store, recall, and use information about performance. &or e$ample, this program teaches raters how to use aids such as diaries to standardize performance observation. his type of training is most appropriate when performance measurement focuses on counting and recording how fre"uently certain behaviors and results take place. ?0 training has common errors which includes first impression, stereotypes, and halo effects. > Se,58,e)4ers63< GSL) /r)3n3n- aims at improving raters confidence in their ability to manage performance. )E training includes positive self>

talk, mental imagery, and positive beliefs and thought patterns. )E emphasizes intrinsic -i.e., internal/ sources of behavioral standards and emphasizes doing things for their intrinsic value. $ * ) De/er.3n)n/s )n4 43.ens3+ns +5 <er5+r.)n2e: De/er.3n)n/s )n4 43.ens3+ns? W6)/ )re /6e 4355eren2es? 9eterminants of performance! here are three determinants have a multiplicative relationship such that! :erformance Q 9eclarative Anowledge U :rocedural Anowledge U Motivation he combination of three factors allows some people to perform at higher levels than others. 9eclarative knowledge is information about facts and things, including information regarding a given tasks re"uirements, labels, principles, and goals. :rocedure knowledge is a combination of knowing what to do and how to do it and includes cognitive, physical, perceptual, motor, and interpersonal skills. &inally, motivation involves three types of choice behaviors! 1* 'hoice to e$pend effort -e.g., ;. will go to work today</ * 'hoice of level of effort -e.g., ;. will put in my best effort at work< versus ;. will not try very hard</ $* 'hoice to persist in the e$penditure of that level of effort -e.g., ;. will give up after a little while< versus ;. will persist no matter what</ (ll three determinants of performance must be present for performance to reach high levels. 9imensions of performance! :erformance is multidimensional, meaning that we need to consider many different types of behaviors to understand performance. here are two types of behaviors or performance facets stand out! task performance and conte$tual performance. ask performance refers to the specific activities re"uired by ones job. 'onte$tual performance refers to the activities re"uired to be a good ;organizational citizen< -e.g., helping coworkers, supporting company initiatives/. .n addition, voice addition, voice behavior is another important facet of conte$tual performance -i.e., raising constructive challenges with the goal to improve rather than merely criticize, challenge

the status "uo in a positive way, and make innovative suggestions for change when others, including an employees supervisor, disagree/. ?oth task and conte$tual performance are needed for organizational success, and both should be included in a performance management system. 9ifferences between determinants and dimensions of performance! hree determinants of performance! procedural knowledge, declarative knowledge and motivation are affected by the employee -i.e., abilities and previous e$perience/, HR practices, and the work environment. +hen addressing performance problems, the manager first needs to identify which of these factors is hampering performance and then help the employee improve his or her performance. +hile both task and conte$tual performance are important dimensions to take into account in performance management systems, because organizations cannot function properly without a minimum dose of positive conte$tual behaviors on the part of all employees. %ach behavior contribute to organizational success, so they should be defined clearly so that employees understand what is e$pected of them. PM SKILLS $$) E><,)3n PM s:3,,s: 2+)263n-; -3C3n- <r)3ses; 43s23<,3n)ry <r+2ess )n4 /er.3n)/3+n; 2+<3n- w3/6 <+ss30,e 0e6)C3+rs +5 e.<,+yees* Coaching: is an ongoing process in which the manager directs, motivates, and rewards employees behavior. 'oaching include several functions such as giving advice about what is e$pected about performance and how to perform well, giving employees guidance so employees know how to improve their performance, providing employees with support without being controlling, and enhancing employees confidence and competence. 'oaching must be based on a helping and trusting relationship. his is particularly important when the supervisor and candidate do not share similar cultural backgrounds. Giving feedback to an employee regarding her progress toward achieving her goal is a key component of the coaching process. &eedback is information about past behavior that is given with the goal of improving furniture performance. (lthough ;back< is part of feedback, giving

feedback has both a past and a future component. his is why, when done properly, feedback can be relabeled feed forward. #ood feedback includes information about both good and poor performance. (lthough most people are a lot more giving feedback on good performance then they are on poor performance, some guidelines must be followed when giving praise so that the feedback is useful in term if future performance. &irst, praise should be sincere and given only when it is deserved. .f praise is given repeatedly and when it is not deserved, employees are no able to see when a chance on direction may be needed. )econd, praise should be about specific behaviors or results and be given within conte$t so that employees what they need to repeat in the future. hird, in giving praise, managers should take their time and act pleased, rather than rush through the information looking embarrassed. &inally, avoid giving praise by referring to the absence of the negative. Disciplinary process and termination! .n some cases, an employee may not unwilling or unable to overcome performance problems. +hen that happens, there is a need to implement a formal disciplinary process including a verbal warming , followed by a written warming and eventually, if needed, termination. +hen implementing disciplinary process, supervisors must be aware of several pitfalls including the acceptance of poor performance, failing to get the message through, arguments that performance standards are unfair or unrealistic, employee and supervisor emotional reactions, and the failure to consult with HR. he termination meeting creates important challenges and is e$tremely unpleasant for both the employee and supervisor. &or termination meeting to be more effective and less painful supervisor must be respectful, get right to the point, wish the employees well, send the employee to HR -or offer information based on the advice of outside counsel, have the employees leave immediately, and conduct the termination meeting at the end of the day. 0verall, all employees deserve to be treated with dignity and respect, even those who are being terminated. ossible defensive behaviors of employees! .n meeting with supervisor to discuss performance issues, employees may become defensive. 9efensiveness is indicated by a fight or flight response. he supervisor can minimize defensiveness by establishing and maintaining

rapport, being empathetic, observing verbal and nonverbal cues, minimizing threats, and encouraging employee participation. +hen defensive becomes unavoidable, the employees attitude must be recognized and allowed e$pression. .f the situation becomes intolerable, the meeting may be interrupted and rescheduled for a later time. REWARD SYSTEMS AND LEGAL ISSUES $7) S+.e ,e-), <r3n23<,es )55e2/3n- PM* %mployment at will! .n employment at will, the employer or employee can end the employment relationship at any time. his type of employment relationships gives employers considerable latitude in determining whether, when, and how to measure and reward performance. hus, an employer could potentially end the employment relationship without documenting any performance problems. 2egligence! Many organizations outline a performance management system in their employee manual, employment contract, or other materials. +hen system is described in such documents and not implemented as described, legal problems can arise. F+r e>).<,e, there may be a description of how fre"uently appraisals take place, or how fre"uently supervisors and employees are to meet normally to discuss performance issues. .f an employee receives what she believes is an unfair performance evaluation and the system has not been implemented as was e$pected, she may be able to challenge the system based on negligence on the part of the organization . 9efamation! 9efamation is the disclosure of untrue, unfavorable performance information that damages an employees reputation. (n employee can argue that the organization defamed her if the employer states false and libelous information during the course of the performance evaluation. 9efamation can also occur if the organization negligently or intentionally communicates these statements to a third party such as a potential future employers, thus subjecting the employee to harm or loss of reputation. Misrepresentation! Misrepresentation is about disclosing untrue favorable performance, and this information causes risk or harm to others. +hen a past employer provides a glowing recommendation for a former

employee who was actually terminated because of poor performance, that employer is guilty of misrepresentation. (dverse impact! (dverse impact, also called unintentional discrimination, occurs when the performance management system has an unintentional impact on a protected class. his can happen when women receive consistently lower performance ratings than men. .llegal discrimination! .llegal discrimination, also called disparate treatment, means that raters assign scores differentially to various employees based on factors that are not performance related, such as race, nationality, color, or ethnic and national origin. (s a conse"uence of such ratings, some employees receive more training, feedback, or rewards than others. his definition of illegal discrimination is given, for e$ample, in the Race Relations (ct of 34SC n the Jnited Aingdom and in itle =.. of the 'ivil Rights (ct of 34CI in the Jnited )tates. MANAGING TEAM PERFORMAN"E $9) E!PLAIN TYPES OF TEAMS #ASED ON MEM#ERSHIP "ONFIGURATION AND TASK "OMPLE!ITY* eams can be classified based on the comple$ity of the task -from routine to non>routine tasks / and membership configuration - from static to dynamic/. Routine tasks are well defined, there are few deviations in how the work is done, and outcomes are easily assessed after the task has been completed. ?y contrast, nonroutine tasks are not defined well, there are no clear specifications about how to do the work, and outcomes are usually very long term and difficult to assess. Membership configuration includes how long the team is e$pected to work together and the stability of its membership. &or e$ample, there can be product development teams, task forces, and committees. &igure illustrates the three main types of team based on task comple$ity and membership configuration dimensions. +ork or service teams. hese intact teams are engaged in routine tasks, including manufacturing or service tasks. :roject teams. hese teams are assembled for a specific purpose and are e$pected to disband as soon as their specific tasks have been completed. he tasks are outside the core production or service of the

organization and are therefore not as routine as those of work or service teams. 2etwork teams. hese teams include members who are not constrained by time or space and members who are not limited by organizational boundaries. Jsually, team members are geographically dispersed and stay in touch via telecommunications technology such as e> mail, videoconferencing, and, of course, telephone. heir work is e$tremely nonroutine. 2etwork teams usually include a combination if temporary and full>time workers, customers, vendors, and even consultants. 0ne e$ample is the group of Russian and J.) astronauts and scientist who communicated and worked together during months of training using telecommunications technology, from their respective countries, before some of them actually worked face>to>face in the Mir space station.

$=) E!PLAIN PM APPROA"HES #Y TYPES OF TEAMS* W+r: +r serC32e /e).s: hese intact teams are engaged in routine tasks, including manufacturing or service tasks. he work or service team includes people who have worked together for some time and know each other well. Most members share a similar set of skills.

Pr+Be2/ /e).s* hese teams are assembled for a specific purpose and are e$pected to disband as soon as their specific tasks have been completed. he task are outside the core production or service of the organization and are therefore not a routine as those of work or service teams. Ne/w+r: /e).s* hese teams include members who are not constrained by time or space and members who are not limited by organizational boundaries. Jsually, team members are geographically dispersed and stay in touch via telecommunications technology such as e>mail, videoconferencing, and, of course, the telephone. heir work is e$tremely no routine. 2etwork teams usually include a combination of temporary and full>time workers, customers, vendors, and even consultants. eam performance management must consider the type of team in "uestion before performance measures are put in place. 9ifferent performance measurement methods are particularly appropriate depending on the type of team being evaluated. +ork and service teams can clearly benefit from peer ratings because members observe one anothers performance on a daily basis. .n addition, because team members have similar responsibilities, everyone is familiar with the competencies needed to do the job. he project team does not stay together for long periods of time, and, therefore, the measure of results at the end of a project may not benefit the teams development since the team is likely to disband as soon as the project is finished. .nstead, measurements should be taken periodically as the team works on the project so that corrective action can be taken as necessary before the project has been completed. 2etwork teams are transitory and engage in uni"ue tasks on a management of network teams emphasizes the future instead of the past and focuses on developing individual competencies, such as the team members capacity to innovate, adapt, be fle$ible, and solve problems. $?) WHAT ARE KPIS FOR TEAMS? Aey :erformance .ndicators are also commonly referred to as A:.*s, so you could see either term used in business materials. Lou will find that measuring team performance by developing key performance indicators is a practice used in most large businesses and in many small businesses as well. .t is a well recognized process for analyzing business performance and measuring team performance so that

real data can be collected and used as the basis for forward planning and performance improvement. DeCe,+<3n- :ey <er5+r.)n2e 3n432)/+rs 3s ),s+ eH1),,y 3.<+r/)n/ 5+r /e).s .t is the teams responsibility to consider and agree the A:.s and scoring. .n particular, the team should understand what A:.s are as follow! Key <er5+r.)n2e 3n432)/+rs )re the control points in your team that provide you with the information you need in order to monitor the progress of your team and your team overall. Key <er5+r.)n2e 3n432)/+rs s6+1,4: 9escribe results 'ontain a measurement 9escribe *what* is being measured ?e finite ?e relevant to your team Key <er5+r.)n2e 3n432)/+rs s6+1,4 4es2r30e H1)n/3/y )n4 H1),3/y key result areas Many key performance indicators can be found in team reports which track your team activity, progress and outcomes. (dditionally, you can identify key performance indicators by having first identified the key results areas for your team. he two are very closely linked. his will become clearer as we e$plore measuring team performance further. Measuring team performance is an integral part of analyzing team results.