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1、Human Resource ManagementPART1Personnel Management to Human Resource ManagementnRecognition of the need to take a more strategic approach to the management of peoplenBegan in the 1980s in the USAnUK followed quicklynConcept is a strategic approach to acquiring, developing, managing and gaining the c
2、ommitment of the organisations key resource the people who work for it nArmstrong 1991Features of HRMn Management focussed and top management drivennLine management role keynEmphasises strategic fit integration with business strategynCommitment orientednTwo perspectives hard and softnInvolves strong
3、 cultures and valuesnPerformance orientednRequires adoption of a coherent approach to mutually supporting employment policies and practicesnEmployee relations organic rather than pluralisticnOrganising principles are organic and decentralisednFlexibility and team building important policy goalsnStro
4、ng emphasis on quality to customersnRewards differentiated by skill, competence or performance Features of HRMFombrum, Tichy and Devanna Model 1984SelectionPerformanceAppraisalHRDRewardWarwick Model of HRMBusiness Strategy ContextInner ContextHRM ContentHRM ContextOUTER CONTEXTWarwick Model content
5、of the boxesnOuter context socio-economic, technical, politico-legal,competitivenInner context culture, structure, politico-leadership, task-technology, business outputsnBusiness strategy context objectives, product market, strategy and tacticsnHRM context- role, definition, organisation, HR outputs
6、nHRM content HR flows, work systems, reward systems, employee relationsThe Harvard ModelStakeholder Issues:Workforce characteristicsBusiness strategy &conditionsManagement philosophyUnionsTask technologyLaws & societal valuesStakeholder Interests:ShareholdersManagementEmployee GroupsGovernmentCommun
7、ityUnionsHRM Policy:ChoiceEmployee influenceReward systemsWork systemsHuman resource flowsHR Outcomes:CommitmentCongruenceCompetenceCost effectivenessLT consequences:Individual well beingOrganisational effectivenessSocietal well beingGuest ModelnDefines four policy goals of HRMnFurther development o
8、f the Harvard modelnStrategic integration HRM into strategic plans, in line decisions,within HR policiesnHigh commitment strong identification with companynHigh quality including management of peoplenFlexibility functional, adaptable structures, capability to innovateSoft HRMnStresses human aspectnE
9、mphasis on HRDnParticipationnMotivationnCommitmentnLeadershipnHUMAN resource managementHard HRMnPeople as a resourcenUsed dispassionatelynUsed in calculating rational mannernHead countnHuman RESOURCE ManagementCompetence-Based HRMDefinitions:The skills, knowledge and experience that an individual br
10、ings to their role IDS 1997Basic personal characteristics that are determining factors for acting successfully in a job or situation McClelland 1993Underlying traits, motives, skills, characteristics and knowledge related to superior performance Boyatsis 1982Uk v. US definitionsnUS - input oriented
11、what the individual brings to the jobnUK - output oriented the skills, attitudes and knowledge , expressed in behaviours for effective job performancenOne or both?Levels of InfluencenStrategicnFunctionalnSystemsnIndividualImplications at Strategic LevelnThe identification of core competencies of the
12、 organisation which confer sustained competitive advantagenOwned by more than one person and grow through use and experience therefore difficult to imitateImplications for the Human Resource FunctionnDevelop managerial competencenStrategic selection and staffingnDevelop internal labour marketnDesign
13、 jobs round capabilitynDevelop individual competencenDevelop culture to foster innovationnBuild learning organisationnDevelop organisational learning mechanismsImplications for Human Resource SystemsnVertical integration link individual competence to the core competence of the organisationnHorizonta
14、l integration provide a framework for the integration of HR systems componentsnVital player in the development of core competenciesnCan be used to develop individual HR systemsRecruitment and SelectionnBased on past behaviour as the most valid predictor of future behaviournBuilding the competence fr
15、amework requires multiple information sourcesnCompetence specification should cover both technical and personal/interpersonal competenciesnDevelop interview questions that elicit examples of past behavioursnIn assessment centres create tasks that require demonstrated competenciesnUse competencies to
16、 select test instrumentsnUse competencies to evaluate candidate performanceRecruitment and SelectionAppraisalnSet outcome and performance targets for each competencenOutcome levels and performance targets can be graded if desired.e.g standard performance; above standard; excellent etcnBelow standard
17、 performance can be used to generate development needsnCan provide forum for the identification of new/changing competence requirementsnCan provide forum for setting acquisition of competence time scalesnProvides a clear and agreed framework for performance evaluation and discussionAppraisalDevelopm
18、entnProvides a framework for individual training needsnNo transfer problems as competence can only be demonstrated by on the job behavioursnDevelopment contributes directly to current performancenEncourages a broad based approach to development activities nEnsures line manager commitment to developm
19、entnOffers common language to all participants in the development processnOffers transparent process to all stakeholdersnFacilitates validation and evaluation of the development processDevelopmentRewardnPromotes flexibilitynPromotes a development focused culturenProvides opportunities for advancemen
20、t via skillsnProvides opportunities for earnings enhancement on the basis of skills and flexibility rather than senioritynCan assist in addressing the technical/managerial dividenOffers a route for the reward of knowledge workersnCarries high face validity and felt fair perceptionnVia core organisat
21、ional competencies can link reward directly to organisational strategyRewardIntegrationnVertical - integration with corporate strategynHorizontal - the internal integration of the components of an HR strategynIntra-gration the integration of the parts of a component of HR strategy e.g reward strateg
22、y base pay, variable pay and benefits all support each otherCurrent HRM Issues & DebatesnResponding to increased competitionnManaging international operationsnRiding the waves of changenManaging the changing relationship with the workforcenChanging legislative and regulatory frameworksnBest practice
23、 versus best fitHRM and Corporate StrategyStrategynDiversity of viewpointsnTwo dimensions of agreementnDegree of planning: deliberate emergentnOutcomes: profit maximisation range of outcomes (plural)nFour key approaches (Whittington)Approaches to Strategy OutcomesProfit maximising PluralDeliberateEm
24、ergentClassicalEvolutionary SystemicProcessualProcessesClassical: Rational Economic MannApplication of rational analysisnSeparation of planning from implementationnCommitment to profit maximisationnEmphasis on the long-termnExplicit goals cascaded down the organisationClassical and HRMnHRM matching
25、and downstreamnTool of implementationnHR policies and strategies geared to achieving profit maximisationnCritique product of its time; looks nave in todays turbulent and global environment; still pursued in some sectors with long time horizons. Evolutionary: Natural SelectionnEmphasis on environment
26、al fitnProfit maximisation achieved by market competitionnFit determined by chance rather than strategynSurvival by short term strategies aimed at current fitnStrategy and illusion in unpredictable environmentEvolutionary law of the junglenHR key role in environmental scanningnPolicies and strategie
27、s aimed at flexibility and adaptabilitynMatching modelnCritique markets more regulated than jungle; by government, law, international agreementsnConcept of flexibility importantProcessual life is messynConcept of bounded rationalitynSubjective interpretation of data therefore strategy flawed and inc
28、ompletenWe take the first best option sufficingnOrganisations as coalitions consensus by negotiationnMinimum adaptation for survival rather than proactive change spare capacity as buffernStrategy a comforting ritualProcessual and HRMnHR policies evolving and reactivenSoft HRMnOD, best practice and d
29、evelopment of internal competencies importantnCritique lacks vision; may not be able to respond quickly enough to threatsSystemic: socially groundednMan makes decisions based on social factors not economic;Social networks define normsnInternal context of firm influenced by social groups, interests,
30、resources and micro-politicsnDifferent forms of organisation successful indifferent culturesnSystemic perspective includes national culture, family, gender, social groups nStrategy must be sensitive to theseSystemic and HRnHR policies and processes will have to reflect local culturenManagement style
31、 and strategies for motivation and commitment reflect local and national culturenCritique focuses on difference at the expense of similarity and cross-cultural influencesResource-Based Theory of the FirmnPlaces HR at heart of strategynCompetitive advantage stems from strategic core competencies buil
32、t up over timenRecognises importance of leadership in building top team; fostering creativity and innovation; facilitate the learning processnEmphasises renewal aspect and dynamic capabilities of the organisationnCapacity of a firm to renew, adapt and augment its core competencies over timenSuccessf
33、ul organisations combine multiple modes of strategy making with high levels of competence and astute leadership with employee involvement in strategy makingResource-Based Theory of the FirmResource-Based Theory & HRMnBasis for human resource as competitive edgenHRM valued for generating strategic ca
34、pability as well as supporting strategynHuman capital advantage gained through resourcing and retentionnHuman process advantage gained by continuous learning, co-operation and innovation facilitated by bundles of HR strategiesDefining Strategic Core CompetenciesnINTEGRATED bundle of individual skill
35、sn5-15 core competencies the normnA messy accumulation of learning including tacit and explicit knowledge an activitynCore competence: delivers a fundamental customer benefitn- is not easily imitated by competitors- provides a gateway to new marketsnContributes to strategy as:- as a source of compet
36、itive advantage- via a longer lifespan that a single product- exercised across the range of organisational activitiesDefining Strategic Core CompetenciesRole of HR in Managing Core CompetenciesnIdentifying core competencies linking them to individualsnBuilding core competencies learning and cross di
37、scipline communicationRole of HR in Managing Core CompetenciesnUtilising core competencies developing management capability and forms of working that maximise deploymentnProtecting core competencies retention strategies, protection during major change, identifying owners of core competenceCOMPARATIV
38、E HUMAN RESOURCE MANAGEMENTDefinitionsnhow things are done around here(Drennan, 1992)nOrganisational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an organisations history, and which tend to be manifested in its m
39、aterial arrangements and in the behaviour of its members.(Brown, 1995)Organisational Culture - DefinitionsnThe pattern of beliefs and assumptions shared by the organisations members, these beliefs produce norms that shape the behaviour of individuals and groupsnA set of habitual ways of thinking, fe
40、eling and reacting that are characteristic of the ways in which a specific organisation meets its problems at a particular point in timeLevels of CulturenCulture can be conceived as:- societal or national culture- corporate culture- homogenous or heterogeneous subculturesnTurner (1971) defined indus
41、trial sub-culture by:- distinctive set of shared meanings- use of symbols and rituals- socialisations and norms- attempts to manipulate cultureAspects of culturenArtifactsnLanguage jokes, jargon, storiesnBehaviour patterns rituals, ceremonies,celebrationsnNorms of behaviournHistory nEthical codesnBa
42、sic assumptionsnBeliefs, values and attitudesnSymbolsModels of cultureArtifactsBeliefs, values, attitudesBasic assumptionsMost superficial manifestations of cultureDeepest level of cultureSchein, 1985Organisational CultureArtifacts & creations:Technology; artVisible behavioursaudible behavioursValue
43、sBasic assumptions:Human natureHuman activityRelationshipsPerceived realityEnvironment Visible but notoften decipherableWhat “ought to be; norm-basedTaken for grantedInvisiblePre-consciousCommon Organisation StoriesnCan employees break the rules?nIs the big boss human?nCan the little person rise to
44、the top?nWill I get fired?nHow will the boss react to mistakes?nWill the organisation help me when I have to move?nHow will the organisation deal with obstacles?CULTURE:Socialisation: learningpre-arrival: “preconceptionmetamorphosis: “absorbsecuritycommitmentproductivityencounter: “provisional(H&B 2
45、002)Organisational Culture and the Life Cycle of the Firm nPhase 1 - Birth and Early GrowthnPurpose foster cohesion during growthnNeed for change economic or successionnStrategies natural evolution -self-guided evolution -Managed evolution -managed evolution viaoutsidersOrganisational Culture and th
46、e Life Cycle of the FirmnPhase 2 Organisational mid-lifenPurpose culture deeply embedded, may develop sub-cultures nStrategies planned change and OD - technological seduction - scandal, explosion of myths - incrementalism Organisational Culture and the Life Cycle of the FirmnPhase 3 organisational m
47、aturitynPurpose source of pride, resistantnStrategies coercive persuasion - turnaround - recognition, destruction, nre-birthCulture in organisations: Handy/Harrison:POWER: ZEUSPERSON: DIONYSUSTASK: ATHENAROLE: APOLLOCommunication Hall Model Arab UKChina GermanyHigh contextLow contextSocial trust fir
48、stBusiness firstValue personal Value expertise relationships & goodwill & performanceAgreement by trust Legal contractNegotiation slow, ritual Negotiation efficient Hofstedes ModelnIndividualismnHigh power distancenMasculinitynHigh uncertainty avoidancenShort termismnCollectivismnLow power distancen
49、FemininitynLow uncertainty avoidancenLong termismHRM and Culture ChangeLayers of CulturenArtefacts physical objects, behaviour and processesnEspoused values those appearing publicly in mission statement, policies nUnderlying assumptions rarely articulated; may conflict with espoused values and each
50、otherCulture ChangenWhy change? Environment changes:nBusiness mergers, technology, market nGovernment laws, H &S, diversity,nDemographic changes in the human resources availableThe Nature of ChangenExternally imposednTransformationalnGlobalnHostilenLarge scalenLong termnStrategicnInternally imposedn
51、IncrementalnLocalnPositivenSmall scalenUrgentnOperationalIntroducing Culture ChangenCan be very difficultnCan be a long term processnIssues to be considered in choosingstrategy:- scale incremental or radical- Locus organisation, unit, department- nature cognitive and behavioural- timescalePrinciples
52、 of Culture ChangenValues and assumptions define accepted and appropriate behavioursnIn successful organisations culture is aligned with strategynCulture change may be difficult if the culture is incompatible with strategynCheck strategy before embarking on culture changenCan the changes required be
53、 achieved by other meansnSenior management must understand the implications and be committednCulture change must pay attention to the opinion leadersnShould take into account the work systems, management style and HR policiesnNew messages reinforced and old ones eliminatednThe deeper the level of cu
54、lture change the more difficult it will bePrinciples of Culture ChangenMultiple and sub cultures will make culture change more difficultnBehavioural norms are the easiest to change, deeper layers require a participative approachnTop down approaches are difficult to sustain over timenParticipative ap
55、proaches are more successful but difficult to implement and time consumingPrinciples of Culture ChangeApproaches to Culture Change(Bate)STEP 1 ANALYSING THE CULTUREAnalysis of the existing culture and setting specific objectives for measuring success in achieving the desired culture. Leading to: PRO
56、GRAMME DESIGNSTEP 2 EXPERIENCING THE DESIRED CULTUREInvolvement of all work teams through peak experience workshops: INDIVIDUAL DEVELOPMTLEADERSHIP DEVELOPMENTACTION-STUDY TASKFORCEWORK TEAM CULTURESSTEP 3 MODIFYING THE EXISTING CULTUREModifying critical cultural influences such as :Leadership model
57、ling Work teamsInformation/communication Performance rewardOrganisational structures Training & developmentFirst line supervision Results orientationAnd monitoring the outcomes byRESULTS TRACKINGApproaches to Culture Change(Bate)STEP 4 SUSTAINING THE DESIRED CULTURESustained achievement of objective
58、s and internalisation of the ongoing change process.Approaches to Culture Change(Bate)Why People Resist Culture ChangenSelective perceptionnHabitnSecuritynEconomicnStatus and esteemMulti-cultural OrganisationsnA culture that fosters and values diversitynPluralism as an acculturation processnFull str
59、uctural integrationnFull integration of informal networksnAbsence of institutionalised cultural biasnMinimum of inter-group conflict due to proactive management of diversityChanging CultureCultureExit those who reject new culture Enter & socialise new staff communicationbehaviour changeExamining and
60、Justifying Behaviour change= intervention pointBusiness Process Re-engineeringSTRATEGYSYSTEMSTECHNOLOGYPEOPLEInputsOutputsEnvironmentRational Planning ApproachFeedbackEnvironmental development loopProbleminitialisedDefine theproblemEvaluationphaseImplementsolutionMonitor/evaluateSocio-Technical Appr
61、oachesCore JobCriticalPersonal andDimensionsPsychological WorkStatesOutcomeSkill varietyExperiencedHighTask identity meaningfulness intrinsicTask significance at work motivation Autonomy Experienced High jobResponsibility satisfactionfor workFeedback Knowledge of low labour results of work t/o and a
62、bsenceOrganisational Development ApproachFormal RelationshipsAims and objectivesStrategies and policiesTechnology and controlStructure and styleAuthority and administrative proceduresInformal RelationshipsFrom: attitudes,perceptions, values, emotions about formal structures and peopleNormative behav
63、iour, communications, informal instructions about tactical operations of organisationHR Leverage in ChangeThe Acquisition of Human ResourcesRecruitment and SelectionnThe overall aim of the recruitment and selection process should be to obtain at minimum cost the number and quality of employees requi
64、red to satisfy the manpower needs of the organisation Armstrong 1995nThe recruitment and selection process:- defining requirements- attracting candidates (recruitment)- selecting candidates (selection)n- making the decisionDefinition of RecruitmentnSearching for and obtaining potential candidates in
65、 sufficient numbers and quality so that the organisation can select the most appropriate people to fill its job needsDowling and Schuler 1990nRecruitment = the processes used to attract applicationsnSelection = the processes used to identify the most suitable candidateJob AnalysisnThe process of col
66、lecting, analysing, and setting out information about the job Armstrong 1992nMethods of Job Analysis- refer to existing job description- interview- self analysis- questionnaire- checklist- critical incident technique- repertory gridWriting Job DescriptionsnInclude basic details title, location etcnI
67、nclude a summary of the jobnList a selection of the main dutiesnCover the range of the jobnUse active verbs to issue etcnBe precisenAvoid vague and misleading wordsExample of a Job DescriptionJob Title: Personnel AssistantDepartment: Human ResourcesSummary:Responsible for recruitment and other Human
68、 Resources activityDuties:Managing the recruitment of staffInterviewing candidatesMaintenance of personnel recordsRun the induction programmeIssuing contracts of employmentAdvise managersBooking training courses CompetencynAn underlying characteristic of a person which results in effective/superior
69、job performanceBoyatsisnA competency is a set of behaviour patterns which an incumbent needs to bring to a job in order to perform its tasks and functions with competenceWoodruffeCompetency List: Middle ManagerHigher Level CompetenciesVisionIn addition toPlanning skillsrelevant technical competenceC
70、ritical thinkingLeadershipPersistence *Influencing skillsInterpersonal skillsSelf confidenceSelf developmentEmpathyStress toleranceEach higher level competence can be broken down into sub unitsExample* “Persistence:Prepared to use a range of strategies to achieve a problem solutionAbility to demonst
71、rate a commitment to task completionAbility to recognise when circumstances require a flexible responseCompetency List: Middle ManagerAdvantages of aCompetency ApproachnMore flexible than job descriptions thencompetencies can be used in many tasksnEasier to relate to the individual nCan match agains
72、t experience more easily than task for tasknFacilitates person specificationnAllows the development of competence/ scenario questionsnLinks to other HR processesDisadvantages of a Competency ApproachnSees qualities as separate entities whereas in a job they are used in conjunctionnDifficult to use i
73、n higher level jobs where competencies are less tangible and more difficult to describenDifficult to deal with emotional aspects such as pleasant manner which may be allied to personalityPerson SpecificationnBoth job descriptions and competency lists are used to draw up a person specificationnOne of
74、 the most used frameworks for drawing up a job description is Alec Rodgers 7 Point PlannIt lists seven main areas in which the recruiter must specify the minimum requirementsni.e. those which are essential and those preferred or desirable for the applicant to possessPerson SpecificationAttribute Ess
75、ential DesirablePhysicalAttainmentsIntelligenceAptitudesInterestsDispositionCircumstancesSuccessful RecruitmentnIs EFFECTIVE, nCOST EFFECTIVE and nFAIRnRecruitment methods include:- advertisements- government agencies- consultants & agencies- direct applications- word of mouth- open days- internet-
76、other mediaAdvertisementsnCan be internal, press local, national, international, internet, professional journals , othernPurpose attract attention, create and maintain interest, stimulate actionnContent organisations name, location of job, salary and benefits, summary of job, summary of person requi
77、red, action required to pursue applicationCriteria for Choosing a Recruitment MethodnEffectivenessnLabour market issuesnNumber of applicants nSelf selectionnCostnTimenConfidentialityHeadhuntingnIndividuals are approached directly to checkout and stimulate interest in positionnReasons for use:- confi
78、dentiality- very senior posts- scarce skills- obvious candidates- raise interest and awareness in those that might not be actively seeking changenEthics Internet based RecruitmentnHow? Through company website; internally through intranet; internet site providersnInternet accessed globally, but only
79、by those with access to and who use the technologynSpecialised sites available graduates,engineers, computersnWatch for cost, regular updating, on line siftingnAdvertising issues applyHandling ApplicationsnInformation used to:nEnable self selectionnSift candidatesn CV ? OrnApplication formnDevelop i
80、mage:nProfessional processnPsychological contractnMaintain interestnCandidate as customerSelectionnThe importance:It is fairly easy to use selection to improve productivity by 6%. Under very favourable circumstances selection can bring about gains of 20% or more. Smith & Robertson 1993nEthical issue
81、s:- principle of positive self regard- principle of informed consent- principle of competence- principle of confidentialityCommon Selection MethodsnApplication form and CVnReferences, recommendations and testimonialsnGroup exercisesnWork sample testsnSelection interviewsnPsychometric testsUsage of S
82、election Methods Within the UKnInterview100%nApplication form98%nReferences97%nCV84%nPersonality tests58%nAbility/aptitude tests47%nAssessment centres30%Choosing a Selection MethodnPracticalitynSensitivitynReliabilitynValidity- face- content- criterion (predictive or current)- constructValidity of S
83、election MethodsnAssessment centres0.2-0.4nBiodata0.2-0.4nAbility tests0.1-0.3nWork sample tests0.1-0.3nPersonality tests0.1-0.2nInterviews 0.0-0.2nReferences0.0-0.15Psychometric TestsnMaximal versus Typical performancenMaximal performance - aptitude/attainmentnTypical performance- personality- inte
84、rests and valuesnMany countries have legal constraints on useAptitude TestsnSpecific abilities- e.g. mechanical/spatialnSpecific occupations- e.g. clerical/computernGeneral intelligence- numerical- verbal- abstract reasoningThe Selection InterviewnA conversation with a purpose to:nMake an assessment
85、 of a candidate in relation to an organisational rolenInformation exchangenSell the organisationnSocial functionTypes of Selection InterviewnIndividualnPanelnSequentialnInformation gatheringnStructurednSituationalnBehaviouralnStressnHypotheticalFailures of Human JudgementnMemorynQuick decisions halo
86、/horns effectnEmphasis on negative informationnInconsistent evaluation of informationnPerceptual selectivitynLike people like you nStereotypingnInformation overloadnPrimacynExpectancy Structured InterviewingnBase questions on job analysis or competence statementsnEach candidate is asked the same que
87、stionsnSystematic scoring procedurenIndependent assessment of candidatesInterviewing as a Social ProcessnCreate appropriate physical environmentnCreate appropriate social environmentnCreate and meet candidate expectationsnUse active listeningnEnd the social encounterQuestioning TechniquesnOpen requi
88、re fuller answernClosed straightforward informationnProbing follow up for further information or areas of uncertaintynLeading supply the candidate with clues to the best responsenMultiple candidate will answer the easiestAssessment CentresnAn assessment centre is a programme of tests, exercises and
89、interviews designed to measure and assess a wide range of different abilities, skills and behavioural characteristics and potential required for effective performance in the jobnBeardwell and Holden, 1994Advantages of Assessment CentresnAllows more time to make an assessmentnInvolves more measures b
90、etter predictive validitynProjects a professional imagenSpin offs e.g.developmental experience for assessorsDisadvantages of Assessment CentresnCostnTimenDifficult to donStressful for candidatesnNeed to train assessorsDesigning an Assessment CentrenDefine competenciesnChoose tests, exercises and mea
91、sures each competency at least twicenTraining of assessorsnPilot the centrenRun the centrenFeedbacknEvaluationChoosing the Selection Tests and ExercisesnTypes of techniques availablenCovering the competenciesnHow many should there be?nBuy in or devise yourself?nIssues in designEnsuring Competent Ass
92、essmentnFamiliarisation/ownership of the assessment criterianAssessment of performance criteria not performance in exercisesnAssessment documentationnIndependent assessmentnTraining and practise for assessors Performance management.The various management processes by which standards of performance a
93、re addressed at both the individual and organisational level. the use of objective setting and performance reviews via employee appraisal . Taylor (1998)Definitions of performance managementThe essence of performance management is establishing a framework in which performance by individuals can be d
94、irected, monitored, motivated and refined: and whereby the links in the cycle can be audited.(Mabey & Salaman, 1995)Performance managementPerformance Management as an Integrating Force Performance ManagementReward ManagementImproving Individual and Organisational PerformanceImproving Managerial Effe
95、ctivenessDeveloping Skills and Competences(Armstrong, 1996)Performance Management CycleOrganisational ObjectivesIndividual ObjectivesPerformance Review Development and RewardMonitor and ReviewElements Of Performance ManagementnOrganisation has a shared vision of its objectives which it communicates
96、to all employees.nOrganisation sets individual performance targets which are related to both operating unit and wider organisational goals.nOrganisation conducts a formal review of progress towards the targets.nOrganisation uses the review process to identify training, development and reward outcome
97、s.nOrganisation evaluates the effectiveness of the whole process.Common FeaturesnProviding Data on Contribution of Human Resources to Strategic ObjectivesnForming a Framework of Techniques to Secure Maximum Achievement of Objectives for Given InputsnProviding a Means of Checking the Functioning of t
98、he Process Links which Deliver Performance Against Objectivesn(Mabey & Salaman, 1995)Clarifying Business ObjectivesTraining &DevelopmentPerformance& PotentialCareerManagementReward SystemsCultureChange Individual or Team ?APPRAISAL PRP Bonuses Increments Assessment Succession Self-development Guidan
99、ce & CounsellingRole of Performance ManagementCriteria for SuccessnPerformance-oriented culturenTop management support and commitmentnAppropriate training and development of two way responsibility - - line managers- individual employees nUtilise appropriate theories of social psychologynAdministrati
100、vely simplenRecognise the importance of contextnAcknowledge practical reality of social processes and powernConstant review and evaluationMixture of performance measures: Output focused - quantifiable, systematic - productivity, quality, targets set and met Process focused - less quantifiable, subje
101、ctive - rating, critical incidents reactive Performance Measurement Curve - shape - need to shiftObtaining performance dataUnderperformers causes of underperformance ways of improving performance - training - persuasion / coaching / counselling - negotiation - disciplineSuperior Performers reward is
102、sues redesigning rolesAcceptable Performers impact on morale and behaviourManaging PerformanceBasic Expectancy TheoryExpectancyInstrumentalityValenceEffortExternal InfluencesPerformancePersonal CapabilitiesRole of Line ManagerActivitiessetting clear, manageable and achievable objectivesdefining and
103、assessing performance standards and competency requirementsproviding helpful feedbackcoaching for improved performancemanaging expectationsSkillsgiving feedbackcoachingcounsellingActivities scheme introduction with senior management training and communication monitoring and evaluating overall effectivenessSkills persuasion co-ordinationRole of HR Manager Evaluation of Assessment CentresnQualitative:nparticipant and assessor feedbacknQuantitative:- inter-rater consistency- inter-exercise consistency- validity
