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An organization’s productivity and efficiency may be improved by conducting regular evaluations of its employees’ work output. Performance evaluation or assessment is an annual procedure in which employees’ performance and efficiency are compared to the objectives they have established. One of the most critical functions of management is to be able to objectively assess a worker’s strengths and limitations in order to determine factors such as remuneration and advancement opportunities. Leadership and management have a vital role in ensuring that the performance of workers is maintained and increased. Some commercial organisations use performance management models to analyse and enhance the performance of their workers, and this research will examine such models in detail. For this research, best practises, philosophies and methods to high performance would also be examined.
Performance evaluation is seldom employed since existing performance assessment methodologies do not allow employees to internalize their performance results. To avoid producing evaluations that are just words, HR managers should study and try to adopt any of the following approaches to performance evaluation. Companies may improve their company success by using the proper approach for evaluating employee performance. The whole process will be efficient and satisfying in terms of assessing the performance of the personnel (Bussin and Brigman, 2019).
One of the most important aspects of talent management is that it serves as an effective tool for the company executives, helping them make better choices and function more efficiently. For instance, if the HR considers their talent management process as an integrated collection of tools it can assist the company executives to solve their own people and management issues more effectively. Prior to advising firms on their personnel management strategy, the model formulates an intricate strategy and planning process that places a heavy emphasis on company strategy and business alignment. If the HR is able to keep the long-term and short-term business objectives of the firm in mind by including the business executives in this entire process then an extensive performance appraisal can be created (van der Lippe and Lippényi, 2020). This framework encompasses leadership development, succession management, career management, performance management with emphasis into learning and capability development.
Figure: Bersin’s Talent Strategy and Business Alignment Framework
(Source: Kim, Lee and Jang 2017)
· Management of Talent and Strategy It is a result-driven approach that emphasizes the identification and maintenance of principal goals. It ensures that managers have access to all of the information they need to make informed decisions.
· There are no ambiguities or misconceptions about the responsibilities of either management or employees.
· Management must set measurable performance objectives and expectations. As a result, employees are held to an extremely high degree of accountability and responsibility.
· As a result, customers are better informed of the company’s aims. Subordinates’ own ambitions and the external environment are often to blame for their stress levels.
· In the areas where workers need more training and contribute to their professional development, objective management is implemented.
· Because of the frequent evaluations, the subordinates can see how they are doing. The emphasis on quantitative objectives in the Framework might lead to more exact and fair computations and judgments.
? For as long as the framework is completely supported by senior management, subordinates may be apprehensive of using it.
? Since the management has set unrealistic objectives and expectations, it’s probable that they’ll be forced to collaborate with them.
? Thus, they may be less ethical and distrustful of the worldview. Managers are frustrated by the amount of paperwork necessary and the time it takes to complete it. There are occasions when too many meetings and reports may lead to an increase in managing duties and burden.
? Some managers may disagree to the method because of the accumulating red tape. The emphasis is on achieving short-term objectives.
? Since long-term objectives are quantitative, it is difficult to precisely predict all of the elements that will affect the planning process due to constantly changing social, economic, and technical environments.
Feedback from all levels of the organisation, including managers, partners, customers, and direct reports from the employee’s impact range is used in a 360-degree appraisal of outcomes. As a result, it removes the need for performance testing and provides a consistent picture of a person’s competency.
A company’s multi-faceted difficulties may be addressed with the support of a 360-degree feedback programme, which includes everything from employee involvement to future development and succession planning. In the same way that a job’s maximum angle reflects an employee’s visit to the firm and its strengths, challenges, hurdles, or any hidden leadership skill that may be enhanced with modest preparation and work, 360-degree feedback does the same (Ayessaki and Smallwood, 2017).
The rising acceptance of 360-degree feedback in the business has led to the possibility of performance assessments that are troublesome for HR professionals, especially on a large scale. Most firms now enable 360-degree input. In private sector organisations, peer assessments tend to be more tolerant than in public sector organisations, making it a better fit than in the public sector. 360-degree performance feedback is used by the likes of RBS, Sainsbury’s, and G4S to assess the effectiveness of its employees.
Figure 2: 360-Degree Feedback
(Source: Ayessaki and Smallwood, 2017)
? 360-degree feedback technique would enable teams work together more effectively. To execute a job, a team of workers must rely on each other.
? Because more than a manager receives input, any complaints that an employee’s manager has biased or partial comments are removed. The truth is that some co-workers do not get along, whether between managers and employees or between employees and having several viewpoints on actions helps allow time for promotion or dismissal in the decisions-making process.
? This form of feedback helps employees to keep track of their own professional development. Employees would be motivated to improve their weaknesses if they received constructive 360-degree feedback (Hahm, 2018).
? “Although this form of tool works best with anonymous input, the tool users fear that they will get bitten by what might be considered an honest response”.
? Unfortunately, it’s very uncommon for a co-worker to voice a rebellion if they’re asked for comments about a colleague.
? The benefit of a 360-degree feedback tool is that it is capable of providing a lot of insight. It could be harder for smaller entities or even a large corporation, which audits small divisions because the auditors’ pool is so small.
? It’s impossible to assimilate feedback in a moment. Professional maturity is required to deal with these inevitable challenges.
? To guarantee a successful take-up, new or inexperienced personnel need extensive preparation, training, and mentoring.
Workers’ qualities and organisational performance are shaped by AMO theory’s claim that there are three separate work system components that influence workers (Ogbari et al. 2018). An organization’s best interests are served by a system that pays attention to workers’ abilities, motivation, and opportunities, according to the notion (AMO). The three alignments are as follows:
The AMO theory may be used by the corporation to provide organisational leaders a management tool that has the potential to improve performance. All three attributes must be present in order for performance to improve; otherwise, it is more probable that performance will be hindered (Boxall and Purcell, 2000). To be successful, a firm must have high-performing employees.
Figure: Purcell’s AMO Model
(Source: Leitão, Pereira and Gonçalves, 2019)
? As part of an organization’s human resources management strategy, it is important to analyse employees’ abilities and identify new opportunities while also cultivating their motivation.
? The development of management concepts is aided by the classification of the financial implications of diverse activities.
? HR accounting is only performed by well-known corporations. The document presents cost-value information for management decisions on the acquisition, allocation, improvement, and retention of human resources in order to achieve cost efficiency.
? There are no set rules for calculating the abilities and opportunities for human resources. When evaluating the characteristics of people, the need for incentives and rewards may be greater.
? Fixed amortisation is also part of the package.
? Taking human traits into consideration for opportunity scavenging is superfluous and should only be done in a formalized manner.
? Different methodologies to evaluating human resources exist, but none of them are widely accepted. Assessing the effectiveness of the human is a difficult task (Bussin and Brigman, 2019).
Resourcing proposition plays a very significant role in attracting skilled and talented candidates for gaining the organizational goals and objectives. Proposition strategy mainly follows the activities to attract skilled laborers who can match the needs and requirements of the company.
The company cultures
The most important factor in recruiting high-skilled and talented personnel is the company’s culture, which may be enhanced through a positive work environment. Talented job seekers are usually looking for an organization that has a positive work environment. A company’s culture and brand image are the most important things to prospective employees, who are looking for companies with strong cultures and strong brands (Calvetti et al., 2019). Leaders of organizations have the power to improve the working environment in order to attract and retain the best employees. Employees are more likely to stay with a company if they have a pleasant working environment.
Coworkers' communication may be improved by a more positive work environment, which might lead to more innovative thinking and increased employee satisfaction. By creating an environment that supports free communication and the production of new ideas, a firm may better retain and hire bright individuals (DeNisi and Murphy, 2017). Offering competitive salary and perks to existing employees can attract prospective job candidates. Using these strategies, the company may put up a resourcing package to entice new hires and existing ones to leave.
Training and skill developmental practices
In order to recruit the best and brightest employees, a firm must provide training and development opportunities. Expanding the selection and recruiting process in EKM may be done by establishing training, educational programs, and skill development courses for workers. Employer branding aids in employee retention by enhancing employee engagement and delivering effective training. Leaders may attract potential employees by using these tactics. Because of this, they are drawn to the organization as a place to gain new skills that will aid them in their future careers (Hahm, 2018). In this way, potential employees may learn about the company’s expansion and advancement. As a result, it improves the company’s ability to attract and retain talent.
Health and Well-being Prioritization
Employee health and safety initiatives include nutrition, exercise, and well-being opportunities, as well as successful well-being programmers, boost employee happiness and trust, which in turn increases the company’s resourcing offer to potential workers (Inc.com 2020). Candidates’ happiness and confidence rise when they are given opportunity to improve their health and safety.
To assist new employees, adjust to the social and performance-related aspects of their new employment, onboarding is the process. Enhancing the onboarding experience may be the greatest way to build the company’s brand (Kalliath, Chan and Kalliath, 2020). Everything from ensuring compliance to establishing cultural ties is part of the onboarding process.
Thus, On-boarding can be applied by the prospects:
“Role-specific Training and Onboarding”
On-the-job training is a critical component of the onboarding process. This approach is linked to the question of how the new workers will perform in their job positions. The new workers at EKM may benefit from comprehensive training and development programmes implemented by the company’s management. Formal education enables students to improve their well-being while also honing their abilities (Leitão, Pereira and Gonçalves, 2019). As a result, it improves their chances of becoming effective workers. Their contentment and confidence may be improved by drafting a well-thought-out training plan.
“Ease of Transition to the New Job role”
EKM’s organisational leaders may assist new recruits in transitioning from being a new employee to a full-fledged employee. Managers may also encourage new workers to assist them in establishing their goals and objectives for attaining success.
It is possible for EKM’s supervisors to put together a team that includes individuals with a diverse range of abilities. In a team, the flow and exchange of skills and information occurs, allowing people to learn from one other. In addition to improving their own abilities, their co-workers’ may do the same by giving the employees with the training they need (Ogbari et al., 2018). They may also share their experiences and knowledge with their co-workers, which can help them improve their own talents and abilities.
By monitoring the performance of the employees and workers in EKM, the managers of the company can suggest to the employees how the employees can improve their skills and abilities of the employee.
It is possible to boost the talents of the workers by increasing the level of satisfaction among them. As a result of effective training and educational programs provided by the organization, workers’ confidence and contentment rise. When managers ensure their workers’ safety, health, and well-being, they improve their own happiness as well. Employees’ pleasure and desire in working for the organization is a critical factor in the development of their skills (Ras et al, 2017). To build employee trust and loyalty, managers need to show their appreciation for their efforts. As a result of managers praising staff for little accomplishments, their trust and loyalty grows. This is how workers grow in contentment and self-assurance.
Best practice-oriented development theories and practises include:
Reinforcement Motivation Theory
An emphasis on employee motivation or the removal of practises that have led to undesirable results is the focus of this concept. Managers must provide their employees positive feedback in order to motivate them (Sahibzada et al, 2019). Repeating the behaviour that was rewarded is conceivable. Positive reinforcement may help improve the behaviour of employees. Many approaches may be used to promote good behaviour in the workplace, such as recognising employees for their achievements (Razzaq et al., 2019). Organizational managers at EKM may reward employees for exemplary behaviour by awarding them bonuses, promotions, rises in remuneration, and other benefits. This might potentially help the firm. Managers might apply this idea to improve the behaviour of employees in the organisation.
This approach is also important for enhancing employee behaviour and achieving business goals and objectives. It is the primary goal of the theory to improve employee engagement and involvement in the work of the business. Setting objectives that are attainable, reasonable, and time-targeted is the core of the idea (Shaheen et al, 2019). According to the hypothesis, employees who are taught the value of goal-setting are more likely to really strive toward those objectives (Siahaan, 2017). It is possible to attain organisational goals with favourable outcomes if managers at EKM use this approach to motivate their people to do their best job.
In order to motivate workers, the need theory emphasises the need of keeping an eye on the employee’s relationship accomplishment and power, which might influence their behaviours and activities. Managers must determine the training requirements of their staff and then tailor their efforts to meet those needs. Employees’ fundamental needs are taken into consideration while developing training and programme content (Tweedie et al., 2019). An organisational leader might use this approach to assist workers enhance their skills and talents. Training and education programmes designed by EKM managers should take into account the demands and requirements of the personnel they want to teach and educate.
As a result of this discussion, it can be stated that human resource management has a vital role to play in the growth and development of both the business and its personnel. The human resources department attracts new recruitment and current workers, as well as promotes employee retention, by executing an effective resource comprises a proposal plan. It is also possible for human resource management to apply methods to assist workers improve their skills and talents in order to help the organisation reach its targets and objectives. Managers at EKM may benefit greatly from the support of the theoretical applicant in improving the skills and competencies of their workers.
In order to boost workplace creativity, the HR department might use the following methods.
Allocating Inspiring Tasks
If there’s one thing to be certain about creating an innovative work environment, it’s that it doesn’t have anything to do with money. Journal of Management Reviews found a link between employee engagement and creative work habits. Is it possible that participating in a group might contribute to the development of fresh ideas? The question is whether or not it is feasible to get more people involved in the process by using innovative methods. In most cases, it’s a combination of the two (van der Lippe and Lippényi, 2020). A more stimulating work environment will encourage people to come up with new ideas.
Flexible Working Schedule Development
In the majority of cases, human resource managers believe that their employees will work Monday through Friday, from 9 am to 5 pm, at the company’s location. But in reality, in order to foster workplace innovation, one must allow the creative mind more time. The two of them, while their desire to work together and communicate, also need time to revaluate their thoughts (Shaheen et al, 2019). Additionally, individuals who are forced to a strict work schedule may feel constricted rather than motivated.
Aligning over-reaching plan with talent strategy
To successfully manage a dynamic workforce, it is essential to link the company’s people management strategy with its overall business strategy. Employee training, development and retention are all dependent on the company’s capacity to carry out its business operations.
Being positive to tackle competition
Because of their ability to take use of their company’s resources and operate it more effectively, executives who apply the best ways for managing employees are better equipped to do so. Management must do more than merely accept new trends; they must anticipate and react to new and developing opportunities around talent management far before the market does so, in order to do this (Leitão, Pereira and Gonçalves, 2019). Strategic talent management in business operations, as shown by this example, is critical to the organization’s ability to increase its capabilities.
Use diverse range of techniques
When done regularly and properly, annual evaluations and reviews may be quite useful in assessing the workforce’s capacity and abilities. Because of this, I recommend that businesses adopt a pay-for-performance philosophy in order to boost employee productivity (Calvetti et al., 2019). Consequently, I think that individuals will work more and be better prepared to respond to changes and innovation as a consequence. All companies understand that efficient staff management is essential to their long-term viability. A well-thought-out HRM strategy is essential for successful technology implementation and integration.
Ayessaki, W.Y. and Smallwood, J., 2017. Influencing workers’ performance through health and safety interventions. Procedia engineering, 182, pp.42-49.
Boxall, P. and Purcell, J., 2000. Strategic human resource management: where have we come from and where should we be going?. International journal of management reviews, 2(2), pp.183-203.
Bussin, M.H. and Brigman, N., 2019. Evaluation of remuneration preferences of knowledge workers.
Calvetti, D., Gonçalves, M.C., Magalhães, P.N.M. and de Sousa, H.J.C., 2019. Sensing technologies embedding construction workers outcomes/key performance indicators. In Proceedings of the 36th CIB W, 78, p.2019.
DeNisi, A.S. and Murphy, K.R., 2017. Performance appraisal and performance management: 100 years of progress?. Journal of applied psychology, 102(3), p.421.
Hahm, S., 2018. Attitudes and Performance of Workers Preparing for the Fourth Industrial Revolution. TIIS, 12(8), pp.4038-4056.
Kalliath, P., Chan, X.W. and Kalliath, T., 2020. Keeping Work and Family Separate: A Serial Mediation Analysis of Social Workers’ Work–Family Segmentation, Work–Family Enrichment and Job Performance in Australia. The British Journal of Social Work.
Kim, P.B., Lee, G. and Jang, J., 2017. Employee empowerment and its contextual determinants and outcome for service workers. Management Decision.
Leitão, J., Pereira, D. and Gonçalves, Â., 2019. Quality of Work Life and Organizational Performance: Workers’ Feelings of Contributing, or Not, to the Organization’s Productivity. International journal of environmental research and public health, 16(20), p.3803.
Ogbari, M.E., Onasanya, Y.A., Ogunnaike, O.O. and Kehinde, O.J., 2018. Talent management as a determinant of firm performance: A conceptual approach. Business & Social Sciences Journal (BSSJ), 3(1), pp.21-32.
Ras, E., Wild, F., Stahl, C. and Baudet, A., 2017, June. Bridging the skills gap of workers in Industry 4.0 by human performance augmentation tools: Challenges and roadmap. In Proceedings of the 10th International Conference on PErvasive Technologies Related to Assistive Environments (pp. 428-432).
Razzaq, S., Shujahat, M., Hussain, S., Nawaz, F., Wang, M., Ali, M. and Tehseen, S., 2019. Knowledge management, organizational commitment and knowledge-worker performance. Business process management journal.
Sahibzada, U.F., Cai, J., Latif, K.F. and Sahibzada, H.F., 2019. Knowledge management processes, knowledge worker satisfaction, and organizational performance. Aslib Journal of Information Management.
Shaheen, M., Azam, M.S., Soma, M.K. and Kumar, T.J.M., 2019. A competency framework for contractual workers of manufacturing sector. Industrial and Commercial Training.
Siahaan, E., 2017. The role of compensation: case of female workers. Polish Journal of Management Studies, 15.
Tweedie, D., Wild, D., Rhodes, C. and Martinov?Bennie, N., 2019. How does performance management affect workers? Beyond human resource management and its critique. International Journal of Management Reviews, 21(1), pp.76-96.
van der Lippe, T. and Lippényi, Z., 2020. Co?workers working from home and individual and team performance. New Technology, Work and Employment, 35(1), pp.60-79.
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