W4BUS692Res

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Directions: Please read each passage below and respond to each part. (These are responses to classmates) I DO NOT need a reference or title page, however please provide the reference(s) underneath the passage. Please label as I have done below, example Dis1 Part 1 and place your response along with the reference. IT IS 4 PARTS PLEASE USE THE SAME TITLE!!! Keep each one on the same document! Please cite properly and use correct grammar.   DUE Today 9/19/22 BY 6PM CST NO LATER

Dis 1 Part 1 

Performance evaluations are given to inform an employee on what they are doing well and what areas are needing improvement. Many employees dread these evaluations; however, they are meant to be helpful and help the employee improve their performances. In the figure 6.1, it shows a balance on contributing to employee evaluations and guiding an employee on development. This model shows that employee evaluation contributions are provided by the company on the resources used and providing data on employee performance comparisons. This is balanced on guiding employee development, which information is shared with the employee. The information includes coaching and feedback, dialogue on the performance, and determining strengths and weaknesses (Hunt, S.T., 2014, pg. 163). It also depends on the effectiveness of the feedback that is based on the person providing the feedback. If the employee is not meeting company standards, the feedback may be given in an encouragement tone or a disciplinary tone. The tone may determine how the employee may react.

Management By Objectives (MBO) is a performance evaluation is monitored by using a checklist against an employee that is being evaluated. Though many businesses utilize this method on an individual employee evaluation that is an impromptu or scheduled. This method includes planning and evaluation functions, yet is rarely used for administrative purposes (Brumback, G. B., 1978, pg. 205).

360-degree performance evaluation is a method where the employee is evaluated by supervisors, peers, co-workers and others. This method is effective as it gives an honest review by multiple people, which can prevent favoritism and hostile retaliation by a single interviewer (Sadati, L., Askarkhah, A., Hannani, S., Moazamfard, M.., Abedinzade, M.., Alinejad, P. M.., Saraf, N.., Arabkhazaei, A.., & Arabkhazaei, A., 2020).

360-degree performance evaluation would be the most effective as it would provide a lot of information on how the employee behaves, how they work, and their productive results. This method can cause hard feelings as part of the evaluation is completed by peers and co-workers. If the results are kept in an anonymous format, this can be an effective tool.

T-Mobile uses the MBO evaluation. During a performance evaluation, the supervisor would bring up the checklist and work with the employee on setting goals. It would then be on the employee to meet those goals. The next conversation is strategies on how to meet those goals. As stated earlier, it really depends on the supervisor on how effective the evaluation can be for the employee.

Brumback, G. B. (1978). Toward a New Theory and System of Performance Evaluation: A Standardized, Mbo-Oriented Approach. Public Personnel Management, 7(4), 205.

Hunt, S.T. (2014). Common sense talent management: Using strategic human resources to improve company performance (Links to an external site.).  Retrieved from Ebook Central.

Sadati, L. ., Askarkhah, A., Hannani, S. ., Moazamfard, M. ., Abedinzade, M. ., Alinejad, P. M. ., Saraf, N. ., Arabkhazaei, A. ., & Arabkhazaei, A. . (2020). Assessment of Staff Performance in CSSD Unit by 360 Degree Evaluation Method. Asia Pacific Journal of Health Management, 15(4), 71-77. https://doi.org/10.24083/apjhm.v15i4.413

Dis 1 Part 2

Performance evaluations are used to assess employee performance as well as promote work outcomes. This allows for an organization to keep high value employees and reward outstanding performance. “In the traditional performance appraisal process at the Office of Personnel Management (OPM), supervisors and subordinates develop a work plan at the beginning of the performance cycle, the subordinate carries out the work plan, the supervisor provides a midcycle review, and at the end of the cycle, the supervisor provides feedback indicating how well the subordinate has fulfilled his or her work plan”. (Pollack & Pollack, 1996)

The 360 Degree system is what OPM is using. With peer or coworker input that allows a more complete picture of the employees performance. With the implementation of a MBO, the added assessment would be more in line with employees understanding the organizational goals and giving them something to work towards more aligned with the company.

The implementation of these assessments so far include monthly input meetings in which each team member and employees submit questionnaire worksheets to supervisors. It involves questions that are team driven and individualized self-assessment. These meetings allow for feedback and support as well as collaboration with 100% visibility.  Managers also have separate assessment requirements to turn into higher supervisors based on their own personal observations.

Works Cited

Hunt, S. T. (2014). Common Sense Talent Management: Using Strategic Human Resources to Improve Company Performance. Center for creative leadership.

Pollack, D. M., & Pollack, L. J. (1996). Using 360 Feedback in Performance Appraisal. Public Personnel Management, 507-528.

Dis 2 Part 1

HRM adds value to the firm when they are not only well versed in the financial aspects of the business, but also in tune with talent management. An HRM that can connect the holistic objectives of the business with managing employees is ideal. The pressure towards changes in the HR function has been a global trend that reflects a strong emphasis on organizational results and performance (Madsen & Slatten, 2022).

Within my capstone organization, HR is beneficial in handling legal issues, providing benefits and compensation related support, and recruiting. They are also heavily involved in internal promotions and new employee intake. From a performance management perspective, they have created tools and databases to ensure frontline managers are coaching and developing employees and providing performance feedback, but they are not well versed enough in the day-to-day operations to be of any other means of support. When corrective action becomes an issue, they are the required source to provide guidance in the applicable steps to take to prevent employee retribution; but they must be provided detailed  explanation of the behavior or performance that resulted in getting to that step. Because of their lack of knowledge, this is where their value diminishes, but then again becomes prevalent in advising the appropriate actions to take when administering correction actions.

According to Alqudah et al. (2022) HRM should have consistent practices that enhance employee skills, participation in decision making, and motivation to put forth their effort. Their functions include, among others, strict selective staffing, extensive training and development, performance-based evaluation, communication, and incentivized compensations contribution (Alqudah, 2022). A high performing HRM department can result in superior indicators of firm performance and sustainable competitive advantage states Alqudah (2022). If fully engaged in the business side and people aspects of the firm, HRM can be of tremendous benefit to the success of the organization.

References

Madsen, D. O., & Slatten, K. (2022). The Diffusion of Human Resource Transformation in Scandinavia: A Supply-Side Perspective. Societies (2075-4698), 12(3), N.PAG. https://doi.org/10.3390/soc12030081

Alqudah, I. H. ., Carballo-Penela, A., & Ruzo-Sanmartín, E. (2022). High-performance human resource management practices and readiness for change: An integrative model including affective commitment, employees’ performance, and the moderating role of hierarchy culture. European Research on Management and Business Economics, 28(1). https://doi.org/10.1016/j.iedeen.2021.100177

Dis 2 Part 2

· How do HRM practices and systems add value to a firm?

o Human resource management is often associated with handling the relationship between employees and leaders of an organization. They are responsible for hiring, training, employee satisfaction, employee safety, and managing company risk. HRM helps the organization establish culture and contribute to firm performance by motivating employees to adopt desired attitudes and behaviors (Sanders & Jan, 2006). This is critical in ensuring that the company will have the employees’ buy in regarding various organizational changes. The success of an organization is largely dependent on their staff. HRM helps ensure the firm is staffed with high quality employees; help employees acclimate to organizational cultures and behaviors; and assist in managing their performance, training, and development.

· What is the basis for an argument for or against this proposition?

o A marginal utility analysis helps a firm identify the importance and value a product or service has with its consumers. Utility analysis involves describing, predicting, and explaining consequences of program options and provides more of a wider array of decisions relevant to organizational goals (Boudreau, 1988). Marginal utility analysis helps add value in favor of HRM practices because it can help the department recognize what is valued most by the organization and employees. By recognizing their values, the HRM can provide resolutions that benefit both parties or create compromises that still provide advantages to the employees and benefit the firm’s bottom line.

References:

Boudreau, J. W. (1988). In M. Dunnette (Ed.), Utility analysis for decisions in Human Resource Management (pp. 1–128). essay, Cornell University, Center for Advanced Human Resource Studies, School of Industrial and Labor Relations.

Sanders, K., & Jan, K. L. (2006). The value of HRM?! optimising the architecture of HRM. Management Revue, 17(3), 219-222. https://www.proquest.com/scholarly-journals/value-hrm-optimising-architecture/docview/201555569/se-2