Ebook Human resource management (13th edition): Part 2
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Ebook Human resource management (13th edition): Part 2
Performance Management and AppraisalAfter you have rend this chapter. you should be able to:•Identify the components of performance management systems Ebook Human resource management (13th edition): Part 2s.•Distinguish between performance management and performance appraisal.•Fxplain the differences between administrative and developmental uses of fjerforrnance appraisal.•Describe the advantages and disadvantages of multisource 1360-degroo) appraisals.•Discuss the importance of training managers and Ebook Human resource management (13th edition): Part 2 employees about performance appraisal, and give examples of rater errors.•Identify several concerns about appraisal feedback and ways Io make it moreEbook Human resource management (13th edition): Part 2
effective.318Copyright 2010 Cengage Learning. All Rights Resaved. May not be copied, scanned. or duplicated, in whole or in pan.H ^HeadlinePerformancPerformance Management and AppraisalAfter you have rend this chapter. you should be able to:•Identify the components of performance management systems Ebook Human resource management (13th edition): Part 2ethics when managing performance. For instance, only 43% of HR practitioners indicated that their employers included measures of ethics on performance evaluations. Making matters worse, professionals claimed that they were expected to take an active role in managing ethics, but many fell disconnecte Ebook Human resource management (13th edition): Part 2d from the process. Further, many companies do not have a comprehensive program that raises awareness of ethics, and some companies have developed noEbook Human resource management (13th edition): Part 2
ethics policies whatsoever. Such findings are troubling considering that problems are common. Organizations need to develop standards governing how emPerformance Management and AppraisalAfter you have rend this chapter. you should be able to:•Identify the components of performance management systems Ebook Human resource management (13th edition): Part 2nt practices such as evaluation forms should include measures that identify positive behaviors. HR professionals also need to create comprehensive programs that increase the motivation to take appropriate actions. Developing codes of conduct that outline company guidelines, offering training that te Ebook Human resource management (13th edition): Part 2aches employees important workplace values, and increasing communication of important job standards can all work together to promote an ethical culturEbook Human resource management (13th edition): Part 2
e. In additon, reinforcement programs should be developed so that positive behaviors arc rewarded and undesirable behaviors are punished. IIR managersPerformance Management and AppraisalAfter you have rend this chapter. you should be able to:•Identify the components of performance management systems Ebook Human resource management (13th edition): Part 2nned. or duplicated, in whole or in part.www.downloadshde.com320 SECTION 3Training and DevelopmentEmployers want employees who perform their jobs well and contribute to the mission and objectives of (he organization, but managers have to provide the proper context for such high productivity. Perform Ebook Human resource management (13th edition): Part 2ance management is the primary tool used to identify, communicate, measure, and reward employees so that they can make these contributions, and the prEbook Human resource management (13th edition): Part 2
ocess is one that supports a company's strategic direction. Properly designing (he performance manage ment system is therefore a key method for increaPerformance Management and AppraisalAfter you have rend this chapter. you should be able to:•Identify the components of performance management systems Ebook Human resource management (13th edition): Part 2ganisation gets the performance it needs front its employeesPerformance appraisal Process of determining how well employees do their jobs relative to a standard and communicating that information to themThe performance management process starts by identifying rhe strategic goals an organization need Ebook Human resource management (13th edition): Part 2s to accomplish to remain competitive and prolilable. Aller these ideas are crystallized, managers identify how they and their employees can help suppEbook Human resource management (13th edition): Part 2
ort organizational objectives by successfully completing work. In a sense, the sum of (he work completed in all jobs should advance the strategic planPerformance Management and AppraisalAfter you have rend this chapter. you should be able to:•Identify the components of performance management systems Ebook Human resource management (13th edition): Part 2s of organizational effectiveness. Performance manage mcnr can also provide a unified approach to dealing with individual career development.’As Figure 10-1 shows, performance management links organizational strategy to ultimate results. Performance management enables a company to convert overall st Ebook Human resource management (13th edition): Part 2rategy into results that support rhe mission and objectives. However, just having a strategic plan does nor guarantee that results will he achieved anEbook Human resource management (13th edition): Part 2
d objectives will be satislied. when organizational strategies have been defined, they must be translated into department- or unit-level actions. ThenPerformance Management and AppraisalAfter you have rend this chapter. you should be able to:•Identify the components of performance management systems Ebook Human resource management (13th edition): Part 2is confused with one of its key components—performance appraisal. Performance management is a series of activities designed ro ensure that rhe organization gers the performance it needs from its employees. Performance appraisal is the process of determining how well employees do their jobs relative Ebook Human resource management (13th edition): Part 2to a standard and communicating that information to them.An effective performance management system should do the following:•Make clear what the organEbook Human resource management (13th edition): Part 2
ization expects•Provide performance information to employees•Identify areas of success and needed development•Document performance for personnel recorPerformance Management and AppraisalAfter you have rend this chapter. you should be able to:•Identify the components of performance management systems Ebook Human resource management (13th edition): Part 2lves identifying performance expectations, providing performance direction, encouraging employee participation, assessing job performance, and conducting the performance appraisal. As Figure 10-2 suggests, successful performance management is a circular process that requires a system of administrati Ebook Human resource management (13th edition): Part 2ve tools that effectively structures the dialogue between managers and their employees, and rhe motivation ro utilize rhe system in a productive way/AEbook Human resource management (13th edition): Part 2
successful performance management system allows managers to better prepare employees to tackle their work responsibilities by focusing onCopyright 20Performance Management and AppraisalAfter you have rend this chapter. you should be able to:•Identify the components of performance management systemsPerformance Management and AppraisalAfter you have rend this chapter. you should be able to:•Identify the components of performance management systemsGọi ngay
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