United Technology Corporation (UTC) carries out business all over the world. The company is highly committed to developing the career of its employees at work and also outside the work environment. Of the amazing offer of UTC is the ability to promote employees’ education. In this case, the company offers scholarships that aid their employee to study degree courses at the fields of personal choice. The department of UTC Fire and Security recruits and inducts 43,000 people in all the twenty five countries. The department provides system integration, setups and related services for various kinds of alarms, control panels, and digital recording surveillance cameras. In addition to this, the department offers monitoring and response to various security services and manufactures fire related equipments and products (Chubb).
Human resource managers in UTC are charged with the responsibilities of strategic development, creation of employment plans, offering any kind of advice to senior and line managers when need arises, structure the mechanism of the reward scheme, effective involvement in the updating of the relevant employee database, carrying out the need analysis for the employees, maintaining effective employee relationships, undertaking efficient career development, and undertaking various projects as they come up ( Chubb 2009).
Michael (1995) argues that performance management consists of five major components. These components include: motivation of employees, effective performance appraisal, well structured promotion guidelines, extensive guidance and counseling, and effective poor performance address. Motivation acts as the power driver for employees, on the other hand, performance appraisal evaluates personal performance ...
... middle of paper ...
...LDI4J:www.chubb.com.au/utcfs/ws- 3438/Assets/Welcome%2520to%2520UTC.pdf+consider+joining+UTC&hl=en&pid=bl &srcid=ADGEESg6rFgS2G4K43MjQdcFeX8GoyvqVEWTWotrrPpscGFMmec85cCf- O60B15qbXqupcPQmbTpnMXekk12CY40OtscQX6tSShqqxp- VzOYstEoe8Ut4ovNrrQMMs43XKN5jxIsugyc&sig=AHIEtbSlPt2gf5DQ3zWPM6OisV 5YtfzKQg&pli=1
Chubb. 2009. Human Resource and Admin Manager. Retrieved from: http://www.jobstreet.com.sg/jobs/2009/1/default/20/2043252.htm?fr=R
Forum of Federations, 2008. Organizational Performance Evaluation. Retrieved from: http://www.forumfed.org/pubs/pgfreport.pdf
Lobo, C, 2008. Institutional and Organizational Analysis for Pro-Poor Change: Meeting IFAD’s Millennium Challenge. Retrieved from: http://www.ifad.org/english/institutions/sourcebook.pdf
Michael, C, 1995. Human Resource Management. Retrieved from: http://www.csb.gov.hk/english/publication/files/e-hrmguide.pdf
In conclusion, Human Resources department plays a significant role in the organization providing a wide range of valuable services to employees in various functional areas such as recruiting and training people, developing public relations, performance appraisals, maintaining workplace atmosphere, employee relations, benefits administration and much more. More than likely, HR essentially contributes to organization’s strategies and objectives through promotion of leadership activities, building friendly workplace environment and ensuring an efficient management of talented employees overall. As a strategic asset of a company, HR improves the human capital utilization and establishes the competitive workforce based on business and market demand.
Performance management aims to manage and improve individual performance with a vision to improving performance across the entire business. [Walter. M, 1995] defines performance management as the process of ‘Directing and supporting employees to work as effectively and efficiently as possible in line with the needs of the organisation’. It is very important to direct and support employees to work efficiently, and this can only be successful if a well-structured performance management system is put in place. But, nonetheless some organisations don’t get it
(2001). Reward and performance management. In I. Beardwell & L. Holden (Eds.), Human resource management: A contemporary approach (3rd edn). Edinburgh: Pearson. Bhattacharjee S., Sengupta S., A study of performance Management System in a Corporate Firm, VSRD-IJBMR 1(8) (2011) 496-513 Simons, R. (2000), Performance measurement and control systems for implementing strategy: text & cases, Prentice Hall, Upper Saddle River, NJ.
Human resource management (HRM) encompasses the activities of acquiring, maintaining, and developing the organization's employees (human resources). "The traditional view of these activities focuses on planning for staffing needs, recruiting and selecting of employees, orienting and training staff, appraising their performance, providing compensations and benefits, and making their career movement and development." HRM involves two aspects:...
Preview: This book provides a lengthy indoctrination of the what and why of performance management. This summary will cover both the pragmatic and practical pieces of the text; while excluding some of the specific instruction for those who oversee the overall orchestration of performance management in the workplace. The purpose of this paper is to allow its readers to grasp some main themes of performance management and develop a vocabulary for discussion and debate of the topic.
Many organisations use a process of performance management as a mechanism for driving up productivity and employee engagement through objective setting (targets), competency assessments, employee development needs, reward and remuneration packages and career development strategies.
Performance appraisal is perceived by most as a tool to reward or penalize employees for their good or bad work respectively by the end of a year. This notion is a challenge in itself to deal with. The whole exercise becomes dull for both supervisors and their subordinates and they tend to look at it as an additional responsibility which they have to finish. In the end, there is little or no value addition for either the employee or the organization. There are, however, better ways of looking at and conducting performance appraisals. It can give much needed feedback to both performers and laggards to improve upon and if done properly can even boost their motivation. More importantly, they provide a chance to employees to have a say in their goal setting and thus aligning it with the departmental and organizational goals. Also, the process itself has a value in team making.
According to this definition, we can see that human resource management should not merely handle recruitment, pay, and discharging, but also should maximize the use of an organization's human resources in a more strategic level. To describe what the HRM does in the organization, Ulrich, D. & Brocklebank, W. (2005) have outlined some of the HRM roles such as employee advocate, human capital developer, functional expert, strategic partner and HR leader etc.
Performance management is a management tool used to value, monitor and measure a company’s strategies that ensure the efficiency and effectiveness of its product delivery. This management tool does not focus on the organisation and on its employees as well as stakeholders. It is a continuous process that entails that managers make sure that organisational and employee values are corresponding (Aguinis, 2005,p.1/2-1/5). Performance Management brings about the competencies in the employees, increases self-esteem by giving feedback to employees, there is a low number of lawsuits because it helps understand the company better (eThekwini Municipality, 2008,p.10-11). According to Pride, Hughes and Kapoor (2011, p.288) performance management creates motivation for employees; one theory of motivation is of Expectancy, which stipulates that employees satisfaction is driven by expectations of what an organisation will offer in return.
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Human resources are the function within a company’s organization that monitors the availability of qualified workers. They recruits and screens applicants for jobs help select qualified employees. Some of those roles are focusing on recruitment, employee performance management benefits, compensation, training and retention in an organization. All this is the human resources manager needs to provide a high return on the company’s investment in its people. A human resources manager also deals with the employee relations, resource planning and administrative personal functions. They also deal with hiring, firing, training and other personal issues. A human resources manager also deals with safety, employee motivation, communication and all the administrative stuff. A human resources manager is one of the most important jobs in any health care organization.
Although performance is a major objective at top organizations, successfully addressing poor performance is also a key focus. Although many employees feel or dread performance appraisals they are directed to enforce clarity with individual employees day-to-day work-load, performance appraisals develops responsibility while making employees accountable for performance expectations, reinforces future career planning, helps the organization with determining training needs, and provides a stem of documentation for legality purposes. Performance management in detail is much broader than many employers, and employees assume and necessitates so much more. Proficient appraisals should represent a summary of on-going dialogue. Focusing only on an annual performance evaluation leads to misrepresentation of the performance management process in its
A human resource manager needs to plan ahead and know what is going on. in and outside the company labour market. He needs to be aware of the past, present and future trends of employment in a particular area. of the specialisation of the. He needs to know if there are available skills needed or if there are few people with the type of skills needed by the company.
Performance management is a continuous process that creates a working culture to encourage employees to improve their work performance and reach their full potential during their stay of employment. Performance Management also provides strategic direction, develop competency in employees and instill organization value. This paper will identify methods and affects that performance management plan has on the organization and their employees.
Human Resource Management is the title given to define formal systems arranged for the management of people within a company. There are many responsibilities of a human resource manager. These responsibilities usually fall into three major areas: employee compensation, staffing and defining and/or designing work. The purpose of Human Resource Management is to maximize the capacity of a company by bettering its employees. This is unlikely to change in the future even though the pace of business is always changing . Edward L. Gubman said in the Journal of Business Strategy, "the basic mission of human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business. Those three challenges will never change."