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    What are the primary objectives, focus, and purpose of Selection Tests and Interview in the whole process of Hiring in organizational set up? Critically examine their usefulness, and importance in the short term and long term functioning and culture of the organization. Draw from the experiences you are familiar with. Describe the organization and the situation you are referring to. Solution : The Hire In order to comply with Federal regulations and to monitor progress toward affirmative action goals, each department is required to document all recruitment activities.

    Recruitment Closure Once the job offer has been extended and accepted by the candidate, the hiring supervisor must omelet the Post Offer Form on line and submit it back to the CARS or Staffing & Compensation Analyst in Human Resources. In addition, all Candidate Disposition forms need to be submitted on line to reflect the entire candidate pool. It is the responsibility of the hiring supervisor to notify other finalists of the outcome. Recruitment Files Departments are required to maintain all recruitment files, which include all resumes of applicant’s referred and appropriate forms.

    This information must be maintained for a minimum of three years Background Checks Positions that have been designated as “critical” quire that the candidate be fingerprinted and a background check conducted. For further information, please contact the campus Police Department. Immigration Reform & Control Act (RICA) Departments are responsible for ensuring that all applicants have the legal right to work in the United States. Contact your Staffing & Compensation Analyst if you have questions.

    Fair Labor Standards Act (FLEA) All applicants for non-exempt positions not covered by Collective Bargaining Agreements must be informed of the FLEA policy that any overtime worked will be compensated either by cash or compensatory time off at he University’s option. Return to top Personnel Files The proper handling of personnel records or personnel files in departments often raises questions. The campus keeps only personnel records that are relevant and necessary to the administration of personnel programs.

    These records should be maintained with accuracy, relevance, timeliness, and completeness, and appropriate and reasonable safeguards should be established to ensure security and confidentiality. Properly keeping personnel records matters because if you don’t, the result can be a loss of privacy for the employee and a grievance or lawsuit for the University. 2) What are the problems usually encountered in the Performance Appraisal in organizations? How are and whether these problems taken care of at the ground level reality in organizational set up? Critically examine and substantiate your answers with examples you are familiar with.

    Briefly explain the situation, you are referring to. Solution : Problems usually encountered in the Performance Appraisal in organizations are: Problems With Performance Appraisals: Where Do Managers Go Wrong? Managers go wrong with performance appraisals in so many ways, it’s difficult to identify all of them. Here are four big problems managers and employees experience with performance appraisals. Performance Appraisals Are Annual Start with the fact that performance appraisals are usually annual. Employees need feedback and goal planning much more frequently than annually.

    Employees need weekly, even daily, performance feedback to keep them focused on their most important goals, to provide them developmental coaching to help them increase their ability to contribute, and to recognize them for their contributions. Managers, who don’t know any better, make performance appraisals into a one-way lecture about how the employee did well this year and how the employee can improve. Once a manager tells an employee about problems with their work or a failure in their performance, employees tend to “not hear” anything else the manager has to say that is positive about their performance.

    So, it’s a combination problem. The best performance appraisals are a two-way discussion and focus on the employee assessing his or her own performance and setting his or her own goals for improvement. Performance appraisals rarely focus on developing the employee’s skills and abilities with ointments from the organization about how they will be encouraged to develop their skills in areas of interest to the employee. Performance appraisals are usually connected with the amount of pay raise an employee will receive. Don’t ever expect an honest discussion about improving performance if the outcome is the employee’s income.

    Let your employees know that raises will be based on a wide range of factors – and tell them what the factors are. The problem with subjective measure is the rating which is not verifiable by others and has the opportunity for bias. The rate biases include: (a) halo effect (b) he error of central tendency, (c) the leniency and strictness biases (d) personal prejudice, and (e) the recent performance effect (a) Halo Effect: It is the tendency of the raters to depend excessively on the rating of one trait or behavioral consideration in rating all others traits or behavioral considerations.

    One way of minimizing the halo effect is appraising all the employees by one trait before going to rate on the basis of another trait. (b) The error of Central Tendency: Some raters follow play safe policy in rating by rating all the employees around the middle point of the rating scale and they void rating the people at both the extremes of the scale. They follow play safe policy because of insatiability to management or lack of knowledge about the job and person he is rating or least interest in his job. C) The Leniency and Strictness: The leniency bias crops when some raters have a tendency to be liberal in their rating by assigning higher rates consistently. Such ratings do not serve any purpose. Equally damaging one is assigning consistently low rates. (d) Personal Prejudice: If the rater dislikes any employee or any group, he may rate them at the lower end, which may distort the rating purpose and affect he career of these employees. E) The Recent performance Effect: The raters generally remember the recent actions, of the employee at the time of rating and rate on the basis of these recent actions favorable or unfavorable than on the whole activities. Other factors that are considered as problems are Failure of the superiors in conducting performance appraisal and post performance appraisal interview. Most part of the appraisal is based on subjectivity. Less reliability and validity of the performance appraisal techniques. Negative ratings affect interpersonal relations and industrial relations system. Influence of external environmental factors and uncontrollable internal factors. Feedback and post appraisal interview may have a setback on production. Management emphasizes on punishment rather than development of an employee in performance appraisal. Some ratings particularly about the potential appraisal are purely based on guess work. The other problems of performance appraisal reported by various studies are: Relationship between appraisal rates and performances after promotions was not significant. Some superiors completed appraisal reports within a few minutes.

    Absence of inter-rater reliability. The situation was unpleasant in feedback interview. Superiors lack that tact of offering the suggestions constructively to subordinates. Supervisors were often confused due to too many objectives of performance appraisal. Advantages of Performance Appraisal through Computers: There will be an objective analysis of traits of both the superior and subordinate and a chance to subordinate to express his views even after performance appraisal. An employee shall express his emotional needs and his value system which may not be possible direct face to face with superior.

    Communication wrought computer overcomes the communication barrier between the superior and subordinate. Computer based appraisal will remove the inherent weakness of the appraisal system that is subjective assessment of vague and abstract performance targets, unclear guidelines for appraisal etc. 3) Do you agree with the statement that “Training is not fulfilling its proper role in various organizations”? Briefly describing the roles the Training is expected to play, substantiate your answer with suitable examples.

    Critically examine the expected contribution of training and its status at the ground level in the reporter Sector, referring to credible information sources and findings in Indian context. Solution : As we know training is provided for improving the skills in the employee or new comer. It helps to increase the working status as well as it helps to provide comfortable environment to the new comer or fresher and helps to increase the satisfaction of the employees in all organizations the entry level people need proper training to know their line of work and the environment of friendly nature and work culture of the organizations.

    The training for entry level people it posses well knowledge on work life and they get an idea about their job profile how to work in the organizations it also posses and creates healthy and friendly environment to learn the things and easy to understand by the employee and we may expect quality assurance in his work. The training assures that what is the organizations objective and what is his role of participation in that, and it makes them with out prolonging the time consuming. This section has guidance on carrying out a Training Needs Analysis of your organization and promoting learning across the whole organization.

    Training will boost the morale of your staff, increase their productivity and give your organization the competitive advantage it needs in these tough economic conditions. Improve Staff Morale Training is a commitment towards developing the skills of your staff and cements their importance to your organization, which improves staff morale and loyalty. Increase Productivity & Motivation Training provides the structures, techniques and awareness to manage time and workload efficiently, which increases productivity and motivates staff to achieve more. Competitive Advantage People buy from people.

    Training gives staff the skills to handle your customers professionally and increase customer satisfaction. Training also improves internal efficiency, which will keep you ahead of the competition. Introduce Change Some staff members may not welcome the opportunity to learn new skills and introduce change for the benefit of the organization. Hamilton Mercer Training offers expertise to move. Counterrevolutionaries. Com guide and support staff in to new ways of improving their skills and attitude towards professional communication and exceptional customer service. Lower Recruitment and Training Costs

    Effective training lowers staff turnover, which reduces recruitment and training costs. Training provides the opportunity to gain or improve relevant skills or knowledge. 0 Health and safety training, for example, in the safe use of equipment and pesticides. Regular refresher training is required under health and safety laws C] Technical skills, such as how to handle and work safely with powerful machines Other skills such as communication and leadership. These are required, for example, by employees in both logging areas and tourism roles 0 Customer care skills necessary for working with the public, other organizations ND internal customers.

    There are some things you can put in place that will make it easier to carry out a Training Needs Analysis. Here are some questions you can ask to help you identify what those are. C] Do we have a strategic and operational plan? 0 Do we have an appraisal system? Do all staff have up to date job descriptions? C] Do all staff have written objectives? C] Do we have a competency framework or use National Occupational Standards? C] Do we have a training strategy or statement of commitment supporting training and learning? Do we have effective formal and informal consultation processes across the organization?

    The more questions you can answer ‘yes’ to the easier it will be to carry out, implement and evaluate a Training Needs Analysis. We have developed a diagnostic tool to help you identify and meet organizational training needs. This identifies the organizational processes that support training and learning and signposts you to external resources that can help you plug any gaps. Strategy and objectives If you don’t already have a strategy in place then your Training Needs Analysis needs to start with defining your organizational strategy and objectives.

    NCO has information on how to define your organizational strategy and develop a tragic plan. Once you have a clear picture of the organization’s strategy you can review the knowledge and skills needed for the organization to achieve its objectives and address any weaknesses. Use a SOOT analysis to identify the strengths, weaknesses, opportunities and threats facing your organization. Then ask the following questions about the skills, knowledge and behaviors in your organization. You can do this exercise with your senior management team.

    You may also want to include other staff and volunteers and / or your Board depending on the size of your organization. When thinking about the knowledge within your organization, remember to include staff, volunteers and trustees. Strengths How can you capture the good practice and expertise that already exists? How can you build on the strengths, skills and knowledge already in the organization? Weaknesses What skills, knowledge or behaviors could help address the identified weaknesses? Opportunities What skills, knowledge or behaviors that could help your organization make the most of the opportunities?

    Threats What skills, knowledge or behaviors that could help your organization manage and overcome the identified threats? The answers you come up with in response to these questions will help you identify the knowledge already in your organization. You can then make plans to address any knowledge and skills gaps. Creating a learning culture A learning culture is one in which learning is valued and is embedded across an organization. It takes time and commitment to establish a learning culture. However, there are a number of practices and tools you can use to promote and encourage learning. People learn a lot from teaching others.

    Most people have a range of skills and knowledge, some of which may not be visible in their ally jobs but that is still useful to the organization. You can encourage people to share what they know with others – in writing, at team meetings, at staff conferences and events, either informally or more formally. You may want to set up staff mentoring schemes whereby staff and volunteers are supported to share particular skills across different teams or levels of seniority. There are initiatives such as Learning at Work day which encourage people to participate in taster sessions on topics which may be unrelated to their daily work .

    Investors in People is a quality standard which encourages good practice in developing people’s skills. As an externally assessed standard, Investors in People also means your work in this area is recognized and they will help you to identify areas where you can improve. There is more information on the Investors in People website or in Not for Profit, Fully Professional. Skilled managers Line managers need to have the necessary skills to work with staff and volunteers to help them identify their training needs and the knowledge about how to meet them.

    Having managers with the core competencies to carry out a training needs analysis of their team is partly about recruiting managers with hose competencies and partly about supporting your managers to develop these skills, including providing training for them. The core competencies for a number of roles in third sector organizations, including leaders and managers, are outlined in our National Occupational Standards guides. These set out the competencies that people need to have to be able to do their jobs well and the additional skills they can develop to progress their career.

    The National Occupational Standards for managers and leaders have information about the competencies that good managers should have. You can use these o write job descriptions and guide annual appraisals for your managers. They can also guide your managers about the things they can do to support learning within their teams, particularly the unit on Providing learning opportunities for colleagues. If senior management and line managers can appreciate and become enthusiastic about the value of learning and development for both themselves and others, this sets the tone for the organizations.

    The Governance and Leadership team at NCO can help with ideas and opportunities for developing leadership. 4) How is the function of Reward Management being applied/used/effectively used/ y the organized sector and other organizations in Indian context? Explain with suitable examples, and base your answer on the credible studies and findings available in this regard. Give proper references and details wherefrom you draw your answers. Solution Introduction The reward system emphasizes a core facet of the employment relationship: it constitutes an economic exchange or relationship. Global forces impact on pay systems.

    Changes in reward systems mirror changes in work design and organizations, and the emphasis on individual performance. The nature of reward management There are two types of rewards: Extrinsic and Intrinsic Pay or reward strategy is a plan and actions pertaining to the mix of direct & indirect pay. Objectives of reward system are to attract and retain high performing employees, maximize employee performance, and satisfy legal standards. All reward systems contain two elements that are in contradiction with each other: cooperation and tensions and conflict between employer and employee.

    A model of reward management Reward model contains five basic elements: strategic, reward objectives, reward options, reward techniques, and reward competitiveness. Strategic perspective focuses on reward choices which support strategic goals. Reward objectives emphasize the linkage between a reward system and human behavior. The psychological contract emphasizes the importance of reward management. Reward options for the organization include: base pay, performance pay, and indirect pay (benefits). 2. Reward techniques examined include job analysis, job evaluation and performance appraisal.

    These techniques are used to achieve, internal equity, which refers to the pay relationships among jobs within a single organization. 3. Reward competitiveness refers to comparisons between the organization’s pay ND that of its strategic competitors. External competitiveness depends upon, in part, labor market and product markets conditions and management’s strategy. Reward management is about the design, implementation, maintenance, communication and evolution of reward processes which help organizations to improve performance and achieve their objectives.

    Reward processes are based on reward philosophies and strategies and contain arrangements in the shape of policies and strategies and contain arrangements in the shape of policies, guiding principles, practices, structures and procedures which are devised and managed to provide and maintain appropriate types and levels of pay, benefits and other forms of reward. This constitutes the financial reward aspect of the process which incorporates processes and procedures for tracking market rates, measuring job values, designing and maintaining pay structures, paying for performance, competence and skill, and providing employee benefits.

    However, reward management is not just about money. It is also concerned with those non-financial rewards which provide intrinsic or extrinsic motivation. The key issues facing reward management are: How to ensure that reward management strategies support the achievement of the organization’s business strategies and satisfy the needs and aspirations of employees for security, stability and career development? How to achieve internal equity and external competitiveness? How to respond to a fragmenting pay market and maintain a reasonably coherent pay structure?

    How to concentrate on rewarding for output and maintain, indeed enhance quality standards? How can we reward individual performance and contribution and promote teamwork? How to introduce sophisticated performance management process and ensure that managers are committed and have the skills required to get the best out of them? How can we give high rewards to high achievers and motivate the core of the employees upon whom we ultimately have to rely? How to achieve consistency in managing reward processes and provide for the flexibility needed in overcharging circumstances?

    How can we devolve power to the line managers to manage their own reward processes and retain sufficient control to ensure that corporate policies are implemented? How to continue to provide motivation for those who have reached the top of their pay range and maintain the integrity of the grading system and contain costs? How to introduce more powerful pay-for-performance schemes and ensure to get value of money from them? How to deliver the message that improved performance brings increased reward and cap bonus earnings to cater for windfall situations or a particularly loose incentive scheme?

    How to operate enterprise-wide bonus scheme and ensure that they increase motivation and commitment? How to reward people for their outputs and their inputs? How to operate job evaluation schemes as a means of allocating and controlling ridings in a formal hierarchy and cater for the role flexibility which is increasingly required in the organization? Key Reward Management Trends Following are the key reward management trend in today’s scenario. Greater sensitivity to sector and functional market practice to enable more effective market positioning to help with attracting and retaining high caliber employees.

    The implementation of increasingly focused performance awards starting at the top and working down through organizations as performance orientation Increases. Pay increases linked to market worth and individual or team performance-not Irvine and/or cost of living. More attention given to achievement or success-oriented individual bonuses rather than payment increases in base pay. A move towards team pay as the importance of teamwork increases. More flexible pay structures based on job families and using broader pay bands or pay curves.

    More integrated pay structures covering all categories of employees. A growing linkage between pay practice and training and development initiatives through the design and implementation of skills and competency based pay processes which reward the acquisition and use of new skills and behaviors. The development of integrated performance management systems with the emphasis on coaching development, motivation and recognition through the identification of opportunities to succeed.

    A search for simpler and more flexible approaches to job evaluation which enable a move away from the control of uniformity to the management of diversity. This will make use of techniques such as job family modeling and computer assisted job evaluation. Increased awareness of the need to treat job measurement as a process for managing relativities which, as necessary, has to adapt to new organizational environments and much greater role flexibility and can no longer be applied rigidly as a system for preserving existing hierarchies.

    More emphasis on the choice of benefits and ‘clean cash’ rather than a multiplicity of perquisites. Greater creativity and sensitivity in benefit practice. Purpose and Aim The purpose of a pay structure is to provide a fair and consistent basis for motivating and rewarding employees. The aim is to further the objectives of the organization by having a logically designed framework within which internally equitable and extremely competitive reward policies can be implemented, although the difficulty of reconciling often conflicting requirements for equity and competitiveness has to be recognized.

    Solved Assignment Dec. (2018, Jun 14). Retrieved from https://graduateway.com/solved-assignment-dec/

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