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performance appraisals is to
measure and improve the
performance of employees and
increase their future potential
and value to the company.
Other objectives include
providing feedback, improving
communication, understanding
training needs, clarifying roles
and responsibilities and
determining how to allocate
rewards
Purpose of aapsal
1. Career Development This
provides an opportunity for discussion
of career objectives, and creation of a
strategy designed to maximize career
potential.
To provide an opportunity for career
counseling
To help in succession planning.
To assess training needs
To plan for career development
To assess and develop individual
abilities
To provide an objective basis on
which to base decisions about training
and promotion2. Feedback As well,
feedback is encouraged in both
directions: as such, employees are
encouraged to prepare ratings of their
supervisors.
To provide constructive feedback to
the individual regarding how their
performance is seen.
This provides a structured format for
the discussion of performance issues
on a regular basis.
Feedback either reinforces
performance strengths, or provides the
opportunity to discuss resolution of
performance deficiencies.3.
Administrative Uses of Performance
appraisal Salary
Promotion
Retention/termination
Recognition of performance
Layoffs
Identification of poor
performers4.Performance History
This 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 decisionmaking.
To review past and present
performance, identifying strengths and
weaknesses.5. Organizational Goals
To clarify, for the individual,
organizational expectations
This provides an opportunity to view
ones performance in the context of
broader organizational goals.
To assess future promotion prospects
and potential
To set objectives for the next period6.
Job StandardsThis provides an
ETHICS IN HRM
Ethics is about morality; about
right and honourable conduct.
It is significantly broader than
the common concept of
choosing right from wrong and
what is considered ethical
willvary from country to
country. In a general sense, it
takes the Biblical dictum, Do
unto others as you would have
them do unto you. Whilst this
is limited in business, where
there is the element of
competition between
organisations, there must then
be rules of ethical competition.
In the competitive labour
market, for example, it is
generally acceptable for you to
draw staff from other
employers, but it would not be
acceptable to draw them in
with promises that you were
not then willing to fulfil.
What is stress?
The UK Government defines stress
as:
The adverse reaction people have
to excessive pressure or other
types of demand placed on them
You will notice this distinguishes
stress from pressure. Pressure is
applied to you from outside. If for
you it is excessive, it is likely to
result in stress.
Some pressure is positive and
motivates but everyone is
different. One persons
pressure is anothers stressor
WHO EXPERIENCE UNFAIR
TRETMENT
There are certain groups in any
society who are discriminated
against for unjustifiable reasons.
Members of such groups are
subjected to treatment which is
different from that accorded to
other people, purely on the basis of
their membership of that
group.Such unequal treatment
derives from the prejudices and
preconceptions of the people with
whom they have to deal and needs
to be seen as a problem of those
acting in a discriminatory manner,
rather than a problem of the victim
of the discrimination.
Within the United Kingdom, the
government has determined
that there are certain
IMPORTANCE OF WORKFORCE
PKLANNIG
PoliticsGovernments create new
laws, encourage their economies
and invest large amounts of public
money. If any of this changes
significantly, it dramatically affects
employment and therefore,
workforce plans.
EconomicsThe rise and fall of
local, national and the increasingly
global economyaffects which
organisations grow and which
shrink. Unstable financial markets
influence profitability and therefore,
growth or downsizing plans.
SocietyDemographics (e.g.
ageing workforces) affects both
labour supply and demand, as does
the increasingwillingness of
workers to migrate within countries
and across national boundaries.
TechnologyAs work moves
from manual to knowledge based,
through computers and associated
technology, staffing plans move
from employing large numbers of
low skill workers to smaller and
more flexible cohorts of
professional workers.
Environment Everything from the
greening of employment to the
implications of global climate
change impact upon workforce
planning.
Law The law is increasingly
international and is affecting
employment via human rights,
labour relations and environmental
legislation.
What is redundancy?
Redundancy is dismissal unrelated
to the conduct or capability of the
individual or to retirement or
resignation, but because:
Key tasks
Implement an induction
programme
As an employer, you have
ceased or intend to cease, to carry
on the business for the purposes of
which the employee was employed,
or
You have ceased or intend to
cease, to carry on the business in
the place where the employee was
employed, or
The requirements of the
business for employees to carry out
work of a particular kind has
ceased or diminished or are
expected to cease or diminish, or
The requirements of the
business for the employees to carry
out workof a particular kind, in the
place where they were employed,
has ceased or diminished or are
expected to cease or diminish.
JOB DESCRI[PTION
This is the first thing that job
analysis produces. A job
description simply describes the job
in terms of its duties,
responsibilities and purpose. It
sets the parameters of the job, by
covering all of the requirements
the who, what, where, when and
why. The key elements are:
The job title
To whom the job holder reports
(possibly including an organisation
chart to show where the job fits in)
Extent of responsibility
Key contacts and basic
conditions of work.
EMPLOYER BRANDING
The marketing process of
branding is well established,
but it has now become a
significant aspect of 21stcentury HR management for
many large organisations,
particularly those working in
tight labour markets.
Why should we be
concerned about our
employer brand?
Employer branding is concerned
with the image of the organisation
and how attractive it is to work for
and this will have a significant
impact on the type of candidates
who apply for jobs.
Your organisation has an employer
brand whether you like it or not.
Some organisations have a very
poor employer brand image as a
result of their treatment of existing
staff, potential staff and their
generally poor reputation in the
community.
You may wish to position
yourself as an employer of
choice because you wish to
become more attractive to
certain sorts of candidates.
This should increase the
number and quality of
applications, although it may
also increase the number of
unsolicited applications you
receive.
How do we influence our
employer brand?
Clearly, if your organisation is
already well known and has a
good brand image, branding
yourself as an employer of
choice will be easier. There are
several stages:
What is appraisal?
The competent manager will
constantlymonitor staff
performance and make realistic
and considered comments on a
day-to-day basis to assist and
develop their effectiveness. A staff
appraisal scheme should capture
the essence of that relationship and
record comments from both sides
at an annual or twice yearly
meeting. It is a snapshot of
progress and achievement as seen
at a particular time, with ideas
about improvement and
development for the coming period.
Before going on to examine the
role and nature of staff
appraisal in organisations, it is
important to note that there is
considerable disagreement and
conflict surrounding the entire
concept of appraisal. There
are two main reasons for this.
There is a substantial lack of
understanding concerning the
overriding principles behind
appraisal and about the best ways
to carry it out. As a result,
appraisal is viewed with distrust in
some organisations and has lost
credibility in others. It may be seen
as alternatively a heavy-handed
tool of management on the one
hand or an administrative chore
with little value on the other.
What is motivation?
People are an organisations most
valuable and expensive resource,
but they are the most difficult
element of an organisation to
manage. They possess a variety of
talents and each will react
differently in different
circumstances. In fact, in many
ways people are unpredictable.
This means that, unlike machines,
they are not interchangeable. This