Ebook Human resource handbook: A guide to effective employee management - Part 1
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Ebook Human resource handbook: A guide to effective employee management - Part 1
Ebook Human resource handbook: A guide to effective employee management - Part 1
IN CHAPTER SEVEN:•CREATING CAREER OPPORTUNITIES•MANAGEMENT TRAINING•PERFORMANCE MANAGEMENT•PERFORMANCE REVIEWS•FREQUENCY OF APPRAISALS•PAY AND APPRAIS Ebook Human resource handbook: A guide to effective employee management - Part 1 SAL■ Developing Effective EmployeesCREATING CAREER OPPORTUNITIESTo this point in our handbook we have focused generally upon our employees. We have hired them, trained them and developed their various jobs through out the company. With time, often we begin to recognize that there are employees who w Ebook Human resource handbook: A guide to effective employee management - Part 1 ant more from their work and tixjse who are wiling to put more into tneir work to make it into an enjoyable and rewarding career.This circumstance canEbook Human resource handbook: A guide to effective employee management - Part 1
be very satisfying and rewarding to owners and managers. It Is a compliment to us because It reinforces US as leaders. And it can be flattering to USIN CHAPTER SEVEN:•CREATING CAREER OPPORTUNITIES•MANAGEMENT TRAINING•PERFORMANCE MANAGEMENT•PERFORMANCE REVIEWS•FREQUENCY OF APPRAISALS•PAY AND APPRAIS Ebook Human resource handbook: A guide to effective employee management - Part 1 . The results and the rewards are better employees who are interested in doing more and doing better.By developing employees we are rewarded as owners and manners with growth of the business and increased earnings. With development we give ourselves a competitive edge because of the expanded abiliti Ebook Human resource handbook: A guide to effective employee management - Part 1 es of our own workforce. An added advantage IS that we develop our employees the way we want them perfected in terms of our specificproduct lines, busEbook Human resource handbook: A guide to effective employee management - Part 1
iness goals and policies and procedures.Creatrg career opportunities is creating the opportunity to, and our employees' abilities to. perform a wider IN CHAPTER SEVEN:•CREATING CAREER OPPORTUNITIES•MANAGEMENT TRAINING•PERFORMANCE MANAGEMENT•PERFORMANCE REVIEWS•FREQUENCY OF APPRAISALS•PAY AND APPRAIS Ebook Human resource handbook: A guide to effective employee management - Part 1 ng, time, commitment and investment But the rewards frequently maximize the return on our investment. There are clear differences between training and development as shorn in Table 7-1.Today's work environment IS changing, and attitudes toward work are changing. In the past, employees first and fore Ebook Human resource handbook: A guide to effective employee management - Part 1 most were loyal to their employer. Loyalty to the industry then followed with loyalty lastly to the employees themselves. Today, owners and managers mEbook Human resource handbook: A guide to effective employee management - Part 1
ay note that the loyalty continuum has changed to the following order: 1) loyalty to one's self: 2j loyalty to the Industry; 3) loyalty to the companyIN CHAPTER SEVEN:•CREATING CAREER OPPORTUNITIES•MANAGEMENT TRAINING•PERFORMANCE MANAGEMENT•PERFORMANCE REVIEWS•FREQUENCY OF APPRAISALS•PAY AND APPRAIS Ebook Human resource handbook: A guide to effective employee management - Part 1 he same time, owners and managers can be building the employee's loyalty to the company by providing career enhancementIn the past, employees often relied upon their boss to provide a career for them. Today, employees more aggressively seek development and often take It upon themselves to get it thr Ebook Human resource handbook: A guide to effective employee management - Part 1 ough changes in occupational fields, varied educational experiences, specific trainirg and personal projects. By providing the opportunity for developEbook Human resource handbook: A guide to effective employee management - Part 1
ment within oư companies. we give our employees an immediate option.There IS no “best way’ to develop employees. There are too many variables that entIN CHAPTER SEVEN:•CREATING CAREER OPPORTUNITIES•MANAGEMENT TRAINING•PERFORMANCE MANAGEMENT•PERFORMANCE REVIEWS•FREQUENCY OF APPRAISALS•PAY AND APPRAIS Ebook Human resource handbook: A guide to effective employee management - Part 1 ning and development people on staff who can assist with internal and external materials and resources9Do the owners and senior managers support the development?Is the timing right for a development program in terms of the employee and the organization9Is there a genuine need and will there be oppor Ebook Human resource handbook: A guide to effective employee management - Part 1 tunity to practice and apply what is learned?What are current and future needs of the business?CHAPTER SEVEN: Developing Effective Employees 7-1TRAINIEbook Human resource handbook: A guide to effective employee management - Part 1
NG VERSUS DEVELOPMENTTable 7-1BASIC JOB TRAINING-*DIFFERENCES ►CAREER DEVELOPMENTShort timeframes.Duration ►Long timeframes.Employees learn distinct wIN CHAPTER SEVEN:•CREATING CAREER OPPORTUNITIES•MANAGEMENT TRAINING•PERFORMANCE MANAGEMENT•PERFORMANCE REVIEWS•FREQUENCY OF APPRAISALS•PAY AND APPRAIS Ebook Human resource handbook: A guide to effective employee management - Part 1 veloping judgment.Achievement on tests, award of certificates, appraisal ratings and material improvement to cost of work performed.Measured by ►Better qualified employees, advancement Inside company and deeper and broader ability.Wiat are the business Objectives and the strategic direction of Ute c Ebook Human resource handbook: A guide to effective employee management - Part 1 ompany?These questions can help owners and managers perform a basic needs assessment for the development of both nonmanạgement and man^ement employeesEbook Human resource handbook: A guide to effective employee management - Part 1
.Nonmanagement development programs serve the purposes of:•Increasing employees’ knowledge, skills aid abilities to perform their jobs more effectivelIN CHAPTER SEVEN:•CREATING CAREER OPPORTUNITIES•MANAGEMENT TRAINING•PERFORMANCE MANAGEMENT•PERFORMANCE REVIEWS•FREQUENCY OF APPRAISALS•PAY AND APPRAIS Ebook Human resource handbook: A guide to effective employee management - Part 1 re.These purposes conbibule to a more productive aid loyal workforce. Non-management development resources may include:•Adult remedial and general education (GED certification, for example) Ebook Human resource handbook: A guide to effective employee management - Part 1 IN CHAPTER SEVEN:•CREATING CAREER OPPORTUNITIES•MANAGEMENT TRAINING•PERFORMANCE MANAGEMENT•PERFORMANCE REVIEWS•FREQUENCY OF APPRAISALS•PAY AND APPRAISGọi ngay
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