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Employee Training in the Workplace
Summary or Description
In the essay, you will discuss different types of coaching used in the workplace, executive coaching (one-on-one) and team coaching. The strengths and weakness that researchers showed in both practices. Also, discuss about the effectiveness of both practices on individual level and organizational level. Finally, discuss about personal view on which approach is more practical in the workplace.
Components included in the essay / questions to consider
1. Compare and contrast the perspectives on learning presented in your three selected articles from at least two stakeholder perspectives (e.g. employees, supervisors/managers, leaders/senior management, HR professionals, the organisation or other). What are the strengths and weaknesses of the articles in helping to better understand the learning challenges of/for these stakeholders?
2.What implications do these perspectives have for human resources development theory or the ways we understand how humans learn? What models of learning discussed in your articles are particularly useful and why (justify your rationale)?
3. Which concept(s)/practice(s) do you think is (or are) more practically useful to implement in the workplace and why (justify your rationale)?
Employee Training in the Workplace
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Reference list (restricted only to the listed 3)
1-Jones, Rebecca J., et al. “The Effectiveness of Workplace Coaching: A Meta-Analysis of Learning and Performance Outcomes from Coaching.” Journal of Occupational and Organizational Psychology, vol. 89, no. 2, 2015, pp. 249–277., doi:10.1111/joop.12119.
2-Bozer, Gil, and Rebecca J. Jones. “Understanding the Factors That Determine Workplace Coaching Effectiveness: A Systematic Literature Review.” European Journal of Work and Organizational Psychology, vol. 27, no. 3, 2018, pp. 342–361., doi:10.1080/1359432x.2018.1446946.
3-Maseko, Badelisile M., et al. “Team Coaching in the Workplace: Critical Success Factors for Implementation.” SA Journal of Human Resource Management, vol. 17, 2019, doi:10.4102/sajhrm.v17i0.1125.
Employee Training in the Workplace
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Staffing System
Ingrid’s Audio Haus- ‘Sounds’ like you need a new Staffing System
Introduction
Ingrid’s Audio Haus employs approximately 200 employees and has 2 locations in the Omaha, NE metro. Her speakers are handcrafted and designed for superior audio and aesthetic appeal. She started making speakers and subwoofers by hand. Her business grew when friends heard/saw her ‘home-made’ speakers, and wanted some! She has 2 showrooms and craft centers where the boxes are made by master crafts people.
You are her HR practitioner. Ingrid needs a new strategic staffing system for her sales associate position, and she needs you to design it! She wants a presentation that includes either slides or video. If video, she would like an accompanying Slide/Word document.
Core Learning Outcomes
Choose selection requirements consistent with legal requirements.
Critique validity and reliability measures related to selection.
Manage job analysis and create strategy for applying predictor scores.
Assess external and internal considerations of recruitment.
Create legally defensible structured behavioral and situational interviews.
Evaluate utility of ability and personality tests.
Evaluate utility of work sample and assessment center tests.
Inspect production, personnel, training proficiency, and judgmental data.
Develop Staffing Strategy that aligns with overall Business Strategy
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Directions
Given the scenario above, Ingrid would like you to design a simple staffing plan for the sales associates in her showrooms to include the following specifics:
Strategic Staffing System Proposal
1. Identify her business strategy, e.g. cost-leadership, differentiation, specialization, or growth strategy.
2. Develop and write a Talent Philosophy paragraph
4. Include a short example of a policy statement related to either the ADA, ADEA, or Title VII of the CRA. (A few paragraphs)
5. Decide on a recruitment message and where you would recruit for sales associates.
6. Choose one selection predictor, e.g. interview, cognitive ability test, personality, integrity test, etc. Tell Ingrid why you selected it, and include its general validity coefficient and why this matters to her.
7. Decide on a scoring method for the selection predictor you chose.
8. How would you show Ingrid if the selection system is effective, i.e. what methods of evaluation would you use?
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Workplace Bullying
Assessment 1: Report Overview For this assessment, write a 1000 word report on the issues below: Workplace Bullying
Your report should be structured as follows:
1. Introduction (200 words): Define the issue and use Australian research and statistics to explain how common it is, and the likely impacts of this violence (for instance, mental or physical health impacts, number of hospitalisations, and other indications of impact).
2. Theoretical section (800 words): Select TWO theories from the following list, and apply them to the issue: Liberal feminism, Marxist/socialist feminism, radical feminism, critical masculinities theory. You need to pick the most appropriate theory to help you explain the issue. Think carefully about the theories you select.
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Write 400 words on EACH theory, in which you briefly define the theory, and then describe how that particular theory would explain the issue you have selected. For instance, if you select Marxist/socialist feminism for the issue of sexual assault, then your 400 word paragraph needs to explain what Marxist/socialist feminism is, and present a Marxist/socialist feminist explanation for sexual assault. Your bibliography should contain no fewer than EIGHT academic sources. Any media sources are additional to this.
Marking Criteria
1. Accurate and clear presentation
2. Further research and comprehensive understanding (AT LEAST 8 ACADEMIC SOURCES)
3. Logical and clear structure
4. Quality of written expression
5. Correctly formatted citations and bibliography.
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You read about some very traditional theories of motivation such as Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory. There is sometimes a challenge in applying these theories.
Begin with some personal reflection. Consider a time at work when you felt highly motivated. Apply Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory to your situation. Think about what motivates you personally. Can you apply Maslow’s and Herzberg’s theories to yourself? For this assignment, you will discuss these ideas in a hypothetical situation in which you are offered the opportunity to work remotely, that is, telecommute to your job.
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Workforce Structure
1. Explain how the agency’s workforce structure and culture were considered when creating the plan.
2. Recommend changes to personnel that address retention and program delivery.
3. Recommend changes to personnel that address recruitment and program delivery.
4. Evaluate how the plan aligns with current trends in human services.
Managing for employee retention involves strategic actions to keep employees motivated and focused so they elect to remain employed and fully productive for the benefit of the organization. A comprehensive employee retention program can play a vital role in both attracting and retaining key employees, as well as in reducing turnover and its related costs. All of these contribute to an organization’s productivity and overall business performance. It is more efficient to retain a quality employee than to recruit, train and orient a replacement employee of the same quality.
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Keys to Nonprofit Employee Retention Strategies
After reviewing the Keys to Nonprofit Employee Retention strategies, identify 2 areas that are important for a human services nonprofit agency in order to maximize employee retention. Explain why those areas are important, and provide examples supported by research.
Employee retention is the conclusion of strategic actions that organizational leaders take to motivate and encourage employees to maintain employment and produce within an organization.
Let’s start by looking at why nonprofit organizations face challenges in attracting and retaining employees:
“These individuals (elite university graduates) can disrupt industries and make real change in the world, but they rarely enter the social sector because it “suffers from lower salary scales” and lacks “organizational infrastructure,” making it “less appealing to young people who are entering the workforce”. Even if they work for a non-profit, a majority of these graduates do not stay for long as “55 percent of emerging nonprofit leaders” believed they had “to leave their organizations to advance their careers.”
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Human Resource Management Case Study
Question one
Positive impact- it legally covers your back. An employee is responsible for certain actions that are described under their role
Helps the management identify any problems that may occur in any business setting since failure to accomplish a certain task can be easily traced
Negatives – are easily amenable to include other roles
Question 2
Mathew, the manager responded in a right way. The role of the barback and the bartender are completely different and as a result, the barback may not fit in the new job descriptions due to lack of certification of holding some products and lack of educational qualifications. However, a temporary job involved assisting the bartender whenever a break was needed. It was not something .permanent that would affect the barbacks job
Certain factors such as the academic qualifications will be looked at. Mathew wants the Barback to assist the bartender in some of the function at the bar. Most of the activities require professional qualifications that are not required in the barback previous role. The second important aspect that Mathew may have to deal with is licenses and certification that go hand in hand with the bartenders job especially the Alcohol awareness certification.
Additionally, the manager may be forced to look at the job functions since the bartenders role requires more attention especially since it involves mixing of alcoholic drinks, an aspect that is clearly not defined in his job. Lastly, the manager will have to look at the salary. An increase in roles results in an increase in pay of the services offered.
Human Resource Management Case Study
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Case 14.
Question 1
Those who hold the greatest power bring about incivility. Dan being the leader asks for more time to do a presentation something that was completely not planned for in the agenda of the meeting. Because of the position, he holds he manages to get away with. Dan asks Judith to speak up during the meeting well knowing that Judith is normally shy when in front of people.
Additionally Dan rules out the ideas proposed by another member as being brainless. This shows high levels of indecency when answering a suggestion by some members of the group. Lastly, Carlos and Lori bring their personal issues involving their conflict at the work place.
Question 2.a
Several issues are identified in the meeting. They include a lack of rapport between members, influence by certain members of the group for their voices to be had, poor planning or organizational structure, poor feedback method, lack of authority and assertiveness.
Question 2b
Dan should ensure all members stick to the required time. Additionally he should not allow personal issue on the floor of the agenda. Lastly, Dan should set aside time for questions and new ideas.
Question 3.
Various ways can be used to interject a person who is too talkative. First, the chairperson of the meeting can directly interject her by telling her that her time is out. Additionally, you can choose to utilize nonverbal cues that tell her that time is not in her side. Lastly, you can choose to give each member a given amount of time so that they know that they are under a time limit.
Human Resource Management Case Study
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Question 4
To avoid incivility in meeting, the person heading the meeting should be authoritative and assertive. In addition, the person should ensure that no instances of personal conflict are noted in the meeting.
Case 19
Question one
I would approach the employees with an open mind and assist them in understanding the various types of leadership styles that are used in different scenarios. Co-ercive leadership would involve a question like or phrase that sounds like “ Do what I tell” while authoritative leadership will involve a commanding tone such as “ come with me”.
Affiliative leadership will involve a phrase that welcomes people such as “ you can enter the room first” while democratic leadership may involve a phrase such as “ what do you think” while pace setting leadership will involve a phrase such as “ do as I do now’ lastly the coaching style would involve phrases such as “ try this”
Question two
Coercive leadership style will work best where there are many problems associated with the employees or where there is need to turn certain problems around. Authoritative leadership is used where direction is required or where things are not running according to expectations. Affiliative leadership involves creating a harmonious environment while democratic leadership creates a participative climate. Lastly , coaching provides a learning environment.
Human Resource Management Case Study
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Question three
Coercive , authoritative, and coaching role will make the employees perceive her as a harsh leader while the remaining leadership styles portray a picture of a friendly and socially interactive leader.
Case 27
Question one
Lack of motivation and rewards for the employees
Question two
Motivating staff always comes in form of monetary or monetary form. However most employee prefer monetary forms that are not readily accessible for those in leadership positions
Question three
Shakia should identify a reward and motivation scheme for the employees of the company.
Question four
Intrinsic forms of rewards may come in form of tips from the customers while extrinsic rewards may come in form of increased pay from the management.
Human Resource Management Case Study
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Case 28
Question one
The roles become repetitive and therefore boring
Question two
Staying at the same position for many years provide enough experience in one section and would be easily eligible for any other role
Question three
People loose interests in their jobs due to repetition of the same task over and again. Additionally people there are less opportunities for career development
Question four
It results in low input in job places since the employees at a given section are too tire of the repetitive nature of their job.
Questions five
Asking them to undertake professional academic short courses
Human Resource Management Case Study
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Case 30.
Question one
Mr Kunz is making a mistake by praising every member of staff even in issues that do not relate to the company.
b) Employees feel more pleased as one of the managers has finally seen the important role they play in the company. They feel valued
c) To minimize praising each individual at every place he visited.
Question two.
Employees need to be praised if they have achieved something outstanding they do need to be praised for small tasks
Question three
Some employee do not like praises since they believe it their role to fulfill their responsibility to the company and therefore praises do not affect them in anywhere , they prefer a system that is tangible like rewards
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Employment-At-Will doctrine
The at-will doctrine is rooted in American employment practice. It is worth mentioning that amongst the world’s developed countries, America is the one that is still using it. This paper provides a summary of the employment-at-will doctrine and evaluates three scenarios out of those described by specifying whether I can sack the worker legally, and the actions that I should take in order to limit liability and impact on business operations. Furthermore, California’s policy on employment-at-will is examined.
The employment-at-will doctrine is essentially the supposition that employment is for an indefinite time period and might be ended at any time either by the worker or the employer. Courts have taken this historical approach in their interpretation of employment relationships (Stone, 2011). This implies that an employer could sack a worker for no reason or for whichever reason.
Unless the employee has an employment contract which particularly spells out that he or she would be employed by the employer and work in that organization for a specific time period, or that the employee might only be sacked for good reason, then that worker is regarded an at-will employee (Stone, 2011).
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Based on the employment-at-will doctrine and after evaluating 3 of the 6 scenarios, I have determined that I can legally fire John, Ellen and Bill. John would be sacked for posting a rant on a social media website where he criticized the most significant client for the company.
Ellen would be dismissed for starting a blog to protest the bonus of the company’s Chief Executive Officer, claiming that nobody below the director has been given a pay raise in 2 years and depicted her superiors as being out-of-touch and know-nothings. Bill would be fired because he used the BlackBerry issued to him by the company to run his own business on the side. I will fire them because the employment-at-will doctrine allows me to fire the at-will employees at any time, for no reason at all or for any reason.
To limit liability as well as impact on operations that are brought about by adverse employment decisions, the employer has to take a number of actions for instance making use of disclaimers when the company hires new workers. The contract for employment has to include the employment terms and length. Furthermore, an effective grievance procedure and discipline policy should be established in the firm. Prior to making major decisions with regard to workers, the employer should first review the issue in a careful manner and obtain legal guidance (McCulloch, 2014).
A company can be sued if it fires a worker who is protected by the exceptions of the at-will doctrine. The ethical theory which applies to this course of actions is the deontological ethics: people, including employees of a company, have to be treated as ends themselves but not as means to an end.
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My state is California. This state is an at-will employment state and abides by the Doctrine of Employment At-Will. The doctrine describes the most widespread employment relationship in which either party might mutually end the relationship with no fear of liability. As per this doctrine in California, any hiring by employers is assumed as being at will employment, and employers are free to dismiss the worker for no reason, for a bad reason, or for a good reason. The worker is also equally free to quit working at the company without any notice or with notice (Nassiri Law Group, 2014).
However, there are 3 main exceptions to this doctrine in California. These exceptions address terminations which, even though are theoretically compliant with this doctrine, the courts and legislature of California have concluded that they are intrinsically unfair.
These exceptions are as follows:
Implied contract exception – the courts in California would not apply the employment-at-will doctrine when the employee handbook requires good reason for job termination or guarantees the worker job tenure or when the employers make written or oral representations to their workers with regard to job security (McCulloch, 2014).
Therefore, a court in this state made a ruling that oral statements which say that the worker would remain on the job provided that her job performance is satisfactory could be interpreted as creating an implied contract that prevents at-will employment terminations.
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Against public policy – according to this exception, it is an illegal termination of employment if that termination is in violation of a well-established and explicit policy of California State. As such, an employer cannot discharge a worker when that employee files a worker’s compensation claim or when the worker refuses to violate the law at the employer’s instruction (McCulloch, 2014). For example, a secretary cannot be dismissed because of refusing to prepare falsified expenditure reports for her boss.
Covenant of good faith exception – in the state of California, certain circumstances for instance adequate service and long years of employment could create an implied covenant of fair dealing and good faith that may prevent a worker from being terminated at will by his or her employer (Simas & Associates Ltd, 2015). In addition, at-will workers have rights and their employers cannot discharge them for unlawful reasons like in retaliation for exercising employee rights or due to job discrimination.
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The following is a real-world example of a worker in California who used California’s employment-at-will doctrine in the year 2013. A previous power line employee won a wrongful termination court case and was granted in excess of one million dollars in the lawsuit. This worker had worked for the electric firm for roughly 8 years when the company asked him and his crew members to replace an electricity pole which was damaged.
The supervisor of this worker told the crew to conduct the repairs without shutting off the power to the line. Even though the employee and his crew finished the repair works satisfactorily, it was very dangerous. If the high-voltage wires had touched one another, a huge explosion would have occurred (Nassiri Law Group, 2014). About 30 days later, another electric crew was sent to perform repairs on the same power line but the company allowed them to shut the power off leaving roughly 107 of the firm’s clients with not electricity.
The worker who had carried out the task with the live wires filed a safety complaint. In the claim, he stated that he felt unsafe in the place of work and that he suffered panic attacks, anxiety and even depression. He took a medical leave of absence and his supervisor sacked him through a voicemail message. The employee filed a wrongful termination lawsuit and the court ordered $1 million in damages.
The employer was also ordered to pay for the attorney fees of the worker (Nassiri Law Group, 2014). In California State, it is unlawful to fire a worker if the termination is in violation of the public policy of this state. Therefore, it was against the law for the employer to sack the power line worker for the wrong reasons.
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Conclusion
To sum up, based upon the employment-at-will doctrine and after examining three of the 6 scenarios, I have concluded that I could lawfully dismiss John, Ellen and Bill. The employment-at-will doctrine permits the company to discharge at-will employees at any time, for no reason at all or for any reason. In my state of California, the exceptions to this doctrine include against public policy exception, covenant of good faith exception, and implied contract exception.
Stone, K.V. (2011). Revisiting the at-will employment doctrine: Imposed terms, implied terms, and the normative world of the workplace. Industrial Law Journal, 36(1), 84-101.
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Human Resources Policies and Procedures
In this paper, how the Joint Commission has influenced Human Resource Management’s essential functions is examined exhaustively and the significance of collaboration between department and human resources managers when filling vacant job posts is analyzed. Moreover, this paper provides an in-depth outline of a training program for human resources managers, Human Resources Policies and Procedures. Lastly, the most effective performance assessment technique for the hospital organization is recommended.
How the Joint Commission has influenced HRM basic functions
One significant way in which the Joint Commission has influenced Human Resource Management’s basic functions is that the Joint Commission has created policies, standards and procedures that hospital HRM professionals must adhere to in the management of human resources.
In essence, the objective of the HRs function is to make sure that the health care organization determines the competencies as well as qualifications for every staff position – individuals like contractors, workers, or impermanent agency personnel who offer their services in the health care organization – basing upon the hospital’s population, mission and treatment, care and services. To meet the needs of patients, a health care organization should provide the right number of competent staffs (Joint Commission on Accreditation of Healthcare Organizations (JCAHO), 2016).
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Human Resources Policies and Procedures
The specific Joint Commission standards on the management of human resources include:
Planning – the hospital: should have a sufficient number and combination of staffs who are in line with the staffing plan of the hospital; and should have a process for ensuring that the qualifications of a person are consistent with that person’s job responsibilities. The hospital should also utilize data on service/clinical screening indicators together with HR screening indicators in assessing the effectiveness of staffing (JCAHO, 2016).
Orientation, Training and Education: the hospital should ensure that orientation offers initial job training and information; there should be an ongoing education, which includes in-services, training and other activities; sustains and enhances employee competence; and every employee including volunteers, students, licensed independent practitioners and staff members should be able to demonstrate or describe their responsibilities and roles, basing upon job responsibilities and duties (JCAHO, 2016).
Competence Assessment: the hospital has to carry out performance evaluations periodically; and competence to carry out responsibilities of the job should be evaluated, demonstrated and upheld.
The possible impact of the procedures and policies at my acute healthcare facility is that the hospital would at all times have the right number of employees who are competent that will allow the hospital to meet the needs of its patients. Furthermore, the acute hospital will always have to provide continuous in-service and other training and education in order to increase staff knowledge of particular work-related issues.
Also, the impact of these procedures and policies is that the hospital would carry out periodic, ongoing, competence assessment to evaluate the continuing abilities of staffs to perform during their association with the healthcare organization as required by The Joint Commission.
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Human Resources Policies and Procedures
Importance of collaboration between HR and department managers
The HR department in an organization serves as a vital link between its people and every other department in the organization. It is important for department managers and human resource managers to collaborate when filling any open posts in the company because this will enable the human resources department to employ the right people needed to fill positions in every department.
In other words, as a result of the collaboration, the HR would be able to hire the most appropriate personnel who are needed in every department to fill in the vacant positions (Flynn et al., 2015). The main function of the HR department of an organization is certainly to support the organization’s workforce needs. Human resources and department managers need to communicate frequently and regularly in order to determine the qualifications and skills that are needed for seamless operation of department functions within the organization.
For instance, whenever there is a vacant position in the department of a line manager, the line manager and a human resources manager review the job description for completeness and accurateness. In the process of recruitment and selection, the human resources managers will advise the line manager on how to identify competent applicants as well as department staff capabilities (Flynn et al., 2015). The human resources department has to be the epicentre of collaboration as this would enable several branches in the organization to come together for the greater good.
One of the main reasons as to why HR managers and department managers need to collaborate is because all of them have a vested interest in making sure that the organization attains success. The most probable impact of this collaboration on the process of hiring is that the company will ultimately achieve success. On the whole, the more that human resources managers and department managers collaborate in filling vacant positions in departments, the more appropriate, suitable and competent staff members the company will get and the more the organization will ultimately accomplish its objectives and mission, and succeed.
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Human Resources Policies and Procedures
Outline of a training program for managers
The following is a thorough outline of a training program for managers. It includes techniques for interviewing which assist managers in identifying the most suitable applicant for the job vacancy. It meets the prerequisites of appropriate employment regulations and laws.
A. Identify vacancy, evaluate need and develop position description: determine whether a new job post is required in the organization. In developing position description, the HR manager should identify responsibilities and duties including general information, purpose of the position, main functions, minimum requirements for the position and the preferred qualifications.
B. Post the job position: the job description should be posted in the organization’s career site. The recruitment activity should be monitored continuously.
C. Review the job applicants and develop a short list: after posting the vacant position, applicants would apply. Those who apply after the application period has ended would be regarded as expressions of interest, and their applications would not be viewed. All the candidates should be reviewed and a short list developed, which has to represent an adequately diverse pool of applicants (Marler, 2012).
D. Interview Questions: the questions asked during the interview must be pertinent to the job post and seek information on particular abilities and skills to carry out the job. The questions that do not relate to the present requirements of the job post should not be utilized – for instance a question regarding supervisory experience if the job post would not be supervising workers. Using competency-based and/or behavioural-based questions during the interview is very much encouraged. This is largely because when they are crafted properly, they would allow the individual being interviewed to get more meaningful data to establish his or her ability to perform the job’s responsibilities and duties (Brewster, Gollan & Wright, 2013).
E. Select hire: after completing the interviews, the human resource manager should evaluate the degree to which each job applicant has met the selection criteria. Carry out reference checks. Moreover, the HR manager should ensure that: the most appropriate applicant for the job post is picked basing on qualifications; and the selected candidate would help in carrying out the mission of the department and that of the organization at large.
F. Finalize recruitment: after completing the process of recruitment, the manager should make an offer to the chosen finalist. A verbal offer of employment by the manager and the verbal acceptance by the finalist will create a contractual relationship. The total compensation package should be discussed with the selected finalist (Armstrong, 2013). The recruitment should be closed properly, and this includes notification of the candidates interviewed but not picked.
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Human Resources Policies and Procedures
Significant factor to consider in developing a benefit and compensation plan
Compensation is understood as all the rewards that staff members in an organization earn in return for the labour they provide. This includes non-monetary compensation like opportunities for recognition and opportunities for career development and advancement; indirect monetary compensation like retirement plans, education, leaves, and benefits; as well as direct monetary compensation such as commissions, bonuses, salaries and wages given regularly (Brewster, Gollan & Wright, 2013).
In developing a benefit and compensation plan which is competitive, fair and aligned with the strategic goals of the organization, the most important factor that has to be taken into consideration is employee motivation. Armstrong (2013) reported that in this more and more competitive environment, employers who wish to succeed need to have a benefit and compensation plan which not only ensures fairness and controls compensation costs, but one that also motivates the organization’s staff members.
The impact of this factor on the elements is that when employees are motivated to work, their job performance will certainly improve which would in turn boost productivity and the organization’s return on investment in employee compensation and benefits would be maximized. Employee motivation will ensure that employees have a high morale, are satisfied with their job, and turnover rates remain low.
Organizational effectiveness will also improve (Marler, 2012). In essence, employee motivation affects both the happiness and productivity of workers, in addition to the ability of the organization to effectively accomplish its goals. It is to the organization’s advantage to make sure that its workers are compensated creatively as this will motivate them very much.
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Human Resources Policies and Procedures
Performance appraisal method
The most effective performance appraisal method for the organization is the 360 degree feedback appraisal system. This performance appraisal method is the most suitable one for the organization since the employee is evaluated by his or her subordinates, suppliers, customers, workmates, peers, and supervisors.
This method is particularly advantageous given that it provides the staff member with a glimpse of how other people view her performance in different relationships that are crucial to her job (Brewster, Gollan & Wright, 2013). In addition, this technique allows a better chance for comparing dissimilar viewpoints in the process of evaluation.
In essence, collecting feedback from a number of different sources is an essential way of ensuring that staff members are rated truthfully, correctly and justly. Since the broad feedback is obtained from many sources, it would provide a multi-dimensional picture of performance which could actually cancel the influence of outlying data points or the influence of bias.
The objective of using this technique is basically to paint a correct picture of the weaknesses and strengths of staff members (Armstrong, 2013). However, this performance appraisal technique also comes with quite a few weaknesses. For example, negative employee feelings, poor alignment with the organization objectives, and biased evaluators are some of the shortcomings of this method.
Strategy for managing behavioural-based and performance-based employee problems
Every staff member is expected by the organization to carry out their duties effectively and efficiently. Even so, when it becomes quite apparent that the ability of the worker to be effective or efficient in performing his/her job is compromised, it is the manager’s responsibility to step in and address that situation. When a worker exhibits poor job performance, the manager should promptly address such inefficiencies.
Usually, the problem could be corrected, hence the manager needs to at all times give the worker sufficient notice and chance for improving before the yearly performance assessment and before removing him or her from the job post (Gould, 2013). The manager needs to take a formal unsatisfactory performance process and it includes giving the worker a written warning notice of unsatisfactory job performance.
Even though a worker’s inability to meet the expectations of the job or his/her decline in job performance is handled via the unsatisfactory performance process, there are a number of performance problems which call for disciplinary action. These include the following: a worker who deliberately refuses to perform a given assignment or forgets to perform a job task; failure to fulfil a crucial job commitment or responsibility or failure to meet a deadline; making a major error or mistake which has a harmful impact; and completing a task incorrectly or presenting a vital job task incorrectly (Gould, 2013).
To effectively manage a behavioural-based employee problem such as safety violations or rule-breaking, the manager should first give the employee sufficient warning: he/she should know that the poor behaviour can result in disciplinary action. Before taking any disciplinary action, the manager should ensure that the worker actually breached the rule. Prior to initiating the disciplinary process, the manager should carry out an exhaustive investigation of the circumstances and facts (Gould, 2013). In essence, such workers must stop certain behaviours or else suffer the consequences.
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Human Resources Policies and Procedures
Conclusion
In conclusion, a significant way that the Joint Commission has influenced Human Resource Management’s crucial functions is that it has actually created policies, standards and procedures which must be followed by hospital HRM professionals in managing human resources. When a staff member shows poor job performance, the manager needs to quickly address such inefficiencies.
Before taking any disciplinary action against behaviour-based and performance-based employee problems, the problem employees have to be given adequate warning. Through collaboration, the HR would hire the most suitable individuals who are required in every department to fill in the available job posts.
References
Armstrong, M. (2013). Armstrong’s Handbook of Human Resource Management Practice. London: Kogan Page.
Brewster, C., Gollan, P. J., & Wright, P. M. (2013). Guest Editors’ Note: Human Resource Management and the Line. Human Resource Management, 52(6), 829-838. doi:10.1002/hrm.21594
Gould, T. (2013). Poor performance, bad behaviour: Handling 2 very different problem employees. Business & Legal Resources, 55(8): 65-72
Marler, J. H. (2012). Strategic Human Resource Management in Context: A Historical and Global Perspective. Academy Of Management Perspectives, 26(2), 6-11.
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