Good Practices in Performance Management

It is none other than employees whose effective performance directs the organization clearly ahead of others (Smith cited in Armstrong and Baron 2005). The efficacy of an organization is seen as the contributions made and the value added by its employees towards the achievement of its objectives, which is measured through reviewing the performance of the employees (Nankervis and Compton 2006). Lansbury (1988) points out that the evaluation of the performance of the employees helps the organization identifying their performance strengths and weaknesses and thereby achieving the organizational goal through taking actions to develop their work performance. So, in order to be a successful organization, Managing Performance well has become a pre-requisite (Boxall and Purcell 2003). Continue reading

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The effect of Machine Bureaucracy on HR strategy and Its Practices

Part 3:

Machine Bureaucracy can be expressed as a large hierarchical, elaborated, rigid structure, which is highly centralized, rule bound and is operated in a simple, stable and predictable environmental contingency. This ensures that the tasks are simple, routine, and repetitive and of highly specialized nature, which are designed by the techno structure –the key part of the organization and require the employees at the operating level have minimal skills to perform the task assigned. Employees’ behavior is highly regulated in terms of job contents that are spelled out in every step of the process, which means that standardization of work process plays as the key coordinating mechanism that gives employees at the operating core very little discretion for judgment. The simplicity of work makes mutual adjustment ineffective and direct supervision of employees by first line managers is limited due to the elaborated size of the operating core and their role to play as contacts with technocrats, immediate superiors and subordinates. Continue reading

The effect of Simple Organizational Structure on HR strategy and Its Practices

Part 2:

The Simple Structure is the simplest form of structural configuration with small managerial hierarchy and low degree of departmentalization. Key part of this structure is strategic apex with operating core at the base and an insignificant middle line, which defines that the flow of authority is top down, the decision making process is centralized and the span of control is wide. In Simple Structure, behavior is least regulated, jobs are least specialized, and there is hardly any use of pre-planned procedure to determine what to do, when and how to do it, how training will be shaped and how liaison will be maintained (Mintzberg, 1979, 1983). Woodward (1965 cited in Mintzberg, 1983) describes that this structure can be visible as a single-purpose firm with no formal planning, little staff, organic relationships and the tasks of which are coordinated by the chief executive. Continue reading

Pro and Cons of Training Needs Analysis

Merits of Training Needs Analysis

Arthur et al. (2003) points towards the fact that the countless efforts of organizations staying competitive and being competent in the marketplace, increasing efficiency and improving employees skills, knowledge and attitudes call for learning and developing new knowledge, skills and changing attitudes, which can be done through effective training program and TNA is the approach that provides a firm support towards fulfilling those efforts. According to Bentley (2006), training needs analysis helps organizations construct sound training activities that add value to the training process and direct organizations towards the achievement of their strategic objectives. Ferdinand (1988) points out that TNA helps organization determining the needs that need to be highlighted in order to competitive and effectively respond to its business environment. Continue reading

The Significance of 360 Degree Appraisal in Performance Management

360 Degree Feedback is a system, which gives information regarding behaviors, competencies, performances, and relationships of the people working within an organization(CIPD, 2008). 360 degree feedback accumulates performance related data of the individual, groups and teams from a variety of sources (stakeholders), the feedback of which is used to evaluate their performance against the standards (Ward 1997). Continue reading