Empirical review
Khan et al. (2011) articulate that the human capital is the most important resource in an organization. Therefore, companies tend to invest heavily in them to ensure that the performance of the firm is at its peak. Employee performance is a primary multidimensional paradigm with the objective of achieving the desired goal with a relationship with the strategic vision and mission of an organization. According to Michael (2000), it is important for organizations to design the training and development programs according to the needs of the employees. The firms that include the needs of their workforce when developing T&D programs are often successful (Boudreau et al., 2001). It appears that T&D design plays a crucial role in the performance of the employee and the organization as a whole. On the job training supports the worker in a better way to get the knowledge and skills of the jobs.
According to Hanif (2013), the social
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Performance is the achievement of a particular task efficiently and more measured against the standards set by the company which includes speed, costs, completeness, and accuracy (Afshan et al., 2012). The manifestation of employee performance can be seen in the easiness of using the current technology, increased production in the firm, and the growth in motivation levels of the employees. Research supports the fact that performance improvement is achievable in organizations through T&D that builds teamwork in the workforce. When firms spend on the development of ability and knowledge of its labor force, there is an enhancement in the capability of such employees with an increase in a positive relationship between the management and the workforce. There is also a growth in innovation within the employees. Lotic (2014) in her research concluded that employee absenteeism reduces when firms undertake to T&D
Many nursing experts believe that evaluation is the most crucial part of employee development. Debate the pros and cons of this statement and decide whether the statement is true. If it is not true, then what constitutes the most important part of employee development?
Importantly, human capital therefore is not merely the people – but rather their potential. As a result, human capital is a critical resource for an organization.” (Hitt and Ireland, 2002). Human capital is arguably any organizations most important resource and continually adding value to that resource is critical to success. Whether by training or mentoring programs, this helps ensure that employees continue to grow and learning never stops. Also, when an employee feels that they are being invested in, then they will not only have greater knowledge, but might be more willing to go the extra mile for their company that has invested in them. Human capital is a company’s most unique resource along with the most important, because no two people are exactly the same. This sets people apart and companies apart by the employees they have, train and can ultimately keep, as headhunters are always on the lookout for talent. Evidence of this at BMW is that they provide its associates with training and benefit programs. “BMW doesn’t just hire tomorrow’s talent; we help build it. In addition to on-site training, BMW offers tuition assistance for courses taken by associates at local universities. You’re in the driver’s seat controlling your destiny, and we stand ready to help at each turn. It’s part of a corporate philosophy that includes respect for the individual and dedication to self-improvement.” (BMW Group,
"Measuring employee performance is widely used in management practice, but is performance measurement all pros and no cons? Discuss both the benefits and the possible downside of employee performance measurement."
There are various ways to increase the productivity of workers in the workplace. Through motivation, rewards and punishment, etc. However, none of those approach will success without the cooperation from the employees. In order to improve the company, manager must be able to allocate their employees to respected field. Professionalism can be achieved with the certain amount of time and dedication. Management cannot ignore the importance of low employees’ turnover. This report will show several benefit from having loyal employees in the company.
Employees perform productive behaviors by engaging in behavior that contributes positively to organizational goals and objectives (Britt & Jex, 2008, para 2). Organizations intend for employees to adapt to behaviors that will positively increase the functioning of the agency. This is done through proper training and efficient skills to complete significant roles. Positive long-term effects result from productive employee behaviors. Employees who contribute to the organization help ease financial burdens and strengthen job performances. The goal for most organizations is to have numerous employees perform duties that require little or no excess supervision. New employees train to self-sustain in an organization through strong leadership and staff recognition. The act of being productive relates with performance and a person’s effectiveness on-the-job. Workers achieving a great deal in a short amount of time are known as efficient workers. ...
The purpose of this essay is to determine whether measuring employee performance is all pros and no cons. Performance appraisal is considered as an important management tool in many countries (Milliman, Nason, Zhu & Ciery, 2002). According to Kazan and Gumus (2013), “Kaplan and Norton (2001) define the performance assessment as "a planned tool which is integrating the success of individual at a given task, his attitude and behaviors at work, his moral conditions and characteristics, and assessing employee's contributions to the success of the organization".” In other words, employee’s weak and strong points, trainings needed, future predictions can be recognized by performance appraisal (Milliman et al., 2002). There are a lot of different performance measurement systems. Lam and Schaubroeck (1999) stated that there are traditional performance appraisal and a more current one called TQM (Total Quality Management). From traditional perspective, appraisal is measuring individual results rather than the overall system. It is assumed that individual is capable and responsible to influence the way things are done in a company. On the other hand, TQM stressed the importance of system rather than individuals.
Today work environment company are expecting very high demand from manager and workers that they over sea about job performance to keep than motivated to do they tasks. First the manager has to meet executive level manager’s goals and productivity to keep a companies success. The test book reading stated Organization is people working together to achieve a common goals, that goals also can evaluate the issues about the absenteeism in the workforce. Manager are govern by four functions to keep a business delay functions work first Planning setting performance, second Organization to process assigning tasks, third Leading to process a arousing environment by inspiring others, four controlling to process of measuring work performance.
Martínez-Ros and Orfila-Sintes (2012) show that a good training should be less formal, more flexible in designing and highly skilled. The three aspects of employees’ perception of organizations’ training are perceived access to training, benefit of training, and support for training. The perceived access to training is the feeling of employee that how much they have access to the training programs of their companies. The social support of developing and improving the skills from supervisors and colleagues is the perceived support. Three different benefits from training programs employees can again. First, personal benefits are the things that can improve the job performance of employees. Second, job-related benefits are the things that make the better relationship between employees and managers as well as co-workers. Third, career benefits are the things that make the achieving goals process
Employees can be considered as the best asset within an organization. Employees have the ability to maximize profits within many organizations. Employees are like the oil inside of an automobile’s engine. The oil helps to support the engine so that friction does not occur. The car can look very nice and runs great but when oil runs low then the engine has a risk of locking. If the engine locks, then the automobile cannot function. The car needs oil to effectively function the engine with provides great benefits. An automobile cannot get to a destination without engine oil. Similarly, organizations cannot achieve their objectives without employees. It is very critical for organizations to attract and retain the best possible employees.
One of the most important resources of any organization is its employees, the human resource. This makes it very important that these resources are properly managed; so that they thrive and grow along with the organization. People stream defines performance management as “A process for establishing a shared workforce understanding about what is to be achieved at an organizational level. It is about aligning the organizational objectives with the employees’ agreed skills, competency requirements, development plans and the delivery of results. The emphasis is on improvement, learning and development in order to achieve the overall business strategy and to create a high performance work force”. The performance management process involves various stages such as goal setting, skills development, performance measuring against the set goals, mentoring/coaching to enable employees to focus and achieve their goals followed by assessment of performance and any further development plans as required. Let us look at these steps one by one.
In today’s competitive marketplace, for organisations to be successful, they must attract, develop, and retain a team of talented and efficient staff. To accurately determine whether an employee has the necessary qualities to benefit an organisation, they must first develop some quantifiable measures. Ideally, the employee performance measurement, which is a performance management tool, will clearly identify the staff that need improvement and those that are already working well, allows the organisation to determine their capabilities and is also effective in evaluating the employees’ productivity over a set period of time. With employee’s being the basis the efficiency of almost all of today’s contemporary organisations, employee performance measurement has become a significant management tool that centres on improving employee output and, in turn, corporative efficiency. Employee performance measurement, however, is not a perfect practice and has been proven to disadvantageous depending on its accuracy and intention. The associated disadvantages include, but are not limited to, biased reports, and one-sidedness. Based on four scholarly journals, this paper examines the advantages and disadvantages of PM, determines how it affects the employees, workplace and organisation as a whole and explores effective alternative systems that can be adopted by managing parties of contemporary organisations.
Human Resources Management (HRM) have been increasing aware by Business Studies and Organisation Management approaches because it closely related to organisational daily and organisational performances (Kalleberg & Moody, 1994). Human resources practices are suggested have influences on improving organisational performances in most organisations. Basically, oorganisational performances refer to the outcomes of employees performances and daily working which reflect the ability of one organisation fulfil its objectives and goals, such as employee’s performances, productivities, employee’s job satisfaction, financial outcomes (Huselid, 1995).
Employee retention refers to the ability of an organization to retain its employees. Employee retention can be represented by a simple statistic (for example, a retention rate of 80% usually indicates that an organization kept 80% of its employees in a given period). However, many consider employee retention as relating to the efforts by which employers attempt to retain employees in their workforce. In this sense, retention becomes the strategies rather than the outcome.
Training is an integral part of any organization’s development and is an ongoing process. Training programs will vary according to the position held within a company. “Training is a learning experience that seeks a relatively permanent change in individuals that will improve their ability to perform on the job” (DeCenzo & Robbins, 2007, p. 223, para. 1). Good organizations can be linked with the training and development of good employees. Any organization’s success in growth and innovation is dependent upon the talent, motivation, and leadership of its employees. Efforts made to recognize the value of each employee and the job he or she performs will contribute to a workplace environment that inspires, supports, and rewards employee development.
“Business productivity is dependent on employee job satisfaction”. When an employee feels satisfied, secure and trust the employer, they work harder which will enhance the business productivity (Philip, 1958). Moreover, when the employee feels respected, admired, and appreciated by their employers, they will produce productive work which will generate high profit and revenue and hence less turnover (Kalim, Syed & Muahmmad,