For Phyllis Young only.Answer the Question as Described. It is due in 20 hours.
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week_4_review.docxWeek 4 - Instructor Guidance
Bus 692: Week 4 Guidance Dr. Marvee Marr
Performance Management
Awkward Performance Review: https://www.youtube.com/watch?v=gdp4sPviV74
I. Types of Job Performance Measures
Note: Can be used singly or in combination
A. Production data
B. HR personnel data
1. Absenteeism
2. Turnover
3. Grievances
4. Accidents
5. Promotions
C. Types of judgmental instruments
1. Trait rating scales
2. Simple behavioral scale
3. Behaviorally Anchored Rating Scale (BARS) Behavioral Expectation Scale (BES)
1. BARS reflect actual work behavior
2. BES reflect expected work behavior
3. Steps for BARS and BES
Gather data from groups of 6-12 job incumbents/supervisors using Critical Incidents Technique
Critical incidents given to other groups of job incumbents/supervisors to form dimensions
Critical incidents and dimensions given to other groups to sort the incidents into the dimensions
Other groups of job incumbents/supervisors rate each of the critical incidents on a 7-point scale ranging from poor to outstanding performance
A set of critical incidents for each dimension is selected that represents various levels of performance on the dimension
4. Computer Adaptive Rating Scale
II. The problem of bias – rater error
1. Halo
2. Leniency
III. Concluding comments on judgmental scales
1. Use job-behavior scales rather than trait scales
2. Dimensions should be fairly broad statements of performance or job behaviors
3. Supervisors using the instrument must receive extensive training in its use
IV. Appropriate Characteristics of Selection Criteria Measures
A. Individualization
B. Controllability
C. Relevance
D. Measurability
E. Reliability
F. Variance
G. Practicality
H. Lack of contamination
I. Specificity for selection
1. INTRODUCTION
Strategic management is the process of formulating and implementing an action plan to achieve corporate objectives, specifically including how these objectives are to be met. Senior management must find “fit” between the organization, its strategy and its environment. Strategic plans are long-range in nature, and require review and updating to ensure continued fit.
2. MODELS OF STRATEGY
A. Industrial Organization (I/O) Model argues that the external environment should be the primary determinant of firm strategy. The model assumes that the external environment presents threats and opportunities, and equal access to highly mobile resources across industry firms. Organizations should operate within the industry that affords the best opportunities, and where competitive advantage can be developed through low cost or differentiating strategic approaches. Strategy is externally driven.
B. Resource Based View of the Firm (RBV) argues that organizational resources and capabilities, including human resources, should be the basis for strategic decision making. Organizations can develop a competitive advantage through the acquisition and value enhancement of their resources. Sarasota Memorial Hospital’s five pillars of excellence approach example. Strategy is internally driven (Mello, 2011).
3. THE PROCESS OF STRATEGIC MANAGEMENT
THE PROCESS OF STRATEGIC MANAGEMENT
A. Mission Statement - defines organizational purpose. B. Environmental Analysis - of the external environment, including regulatory, competitive and industry structures; market, economic, technological and demographic trends. Southwest Airlines management of its environment is provided as an illustration.
C. Organizational Self-Assessment - of various organizational resources and of management systems.
D. Goals and Objectives - should be specific, measurable and flexible; define performance measures and evaluation processes.
E. Strategy - how the organization intends to achieve its goals, including specific means, competitive actions and organizational operations. First Tennessee National is presented as an example.
F. Identify Assumptions – throughout the process it is critical to identify and preferably write down assumptions which have been made about future conditions in the external environment (i.e., economy, competition, technology, etc.) (Mello, 2011).
4. CORPORATE STRATEGIES
Three generic organizational strategies, each with HR implications
A. Growth - can be internal or externally driven. Strategic HR issues include adequate hiring and training planning; informing current employees of promotion and development opportunities; and ensuring quality and performance standards are maintained. External growth through merger and acquisition may result in layoffs, and difficulties can be encountered in merging two HR systems, cultures, etc.
B. Stability - organizations maintain the status quo, often resulting in limited upward mobility opportunities for employees that can lead to turnover. Key employees should be identified and retention strategies developed.
C. Turnaround or Retrenchment - organizational downsizing or downscoping may lead to cost cutting in payroll/HR. Best Buy is presented as an example of a turnaround strategy.
5. BUSINESS UNIT STRATEGIES
Three basic business unit strategies are recognized here, each requiring different strategic HR approaches.
A. Cost Leadership Strategy - increased efficiency and cost cutting, with savings passed to customers. Short term HR strategies are emphasized, rather than long term ones that focus on results. HR implications include specialized jobs, cross-trained employees, incentives which might be developed to entice higher paid people to leave the organization. B. Differentiation Strategy - organization distinguishes its products and services, or at least consumer perceptions of them. Premium pricing is common and performance measures may be more long term in nature. Staffing may focus more on external hiring to bring constantly needed fresh, creative approaches.
C. Focus Strategy - assumes that different market segments have different needs, and attempts to satisfy particular groups. Employees must be aware of what makes that particular market unique, and should be appropriately trained to ensure customer satisfaction (Mello, 2011).
References
Mello, J. A. (2011). Strategic management of human resources (3rd ed., International ed.). Australia:
South-Western/Cengage Learning.
