Workers have a desire to feel appreciated at work. Adequate rewards and recognition provide employees with a fair exchange for their effort, motivation to improve their performance, and an explanation of what outcomes are valued by the organization. Most organizations use rewards to influence their workers. Personal bias or prejudice should be avoided in the job evaluation process. Job status rewards should be calculated based on objective reasoning of an employee’s value to the organization.
It is the basis for measuring performance and will depict what is necessary for job success. The Job Factors section outline the work experience, education, knowledge and abilities required to do the job (Well-written job descriptions are worth the effort, n.d.)(University of Pittsburgh, n.d.). Other items for consideration related when creating a job description are salary range, job locality and equipment used in the performance of the job. If the company is part of a union, there might also be Collective Bargaining Agreements (Writing Effective Job Descriptions,
CHAPTER 1: INTRODUCTION 1.1 Job Attitude: A job attitude is a set of evaluations of one's job that constitute one's feelings toward, beliefs about, and attachment to one's job. Overall job attitude can be conceptualized in two ways. Either as affective job satisfaction that constitutes a general or global subjective feeling about a job or as a composite of objective cognitive assessments of specific job facets, such as pay, conditions, opportunities and other aspects of a particular job Employees evaluate their advancement opportunities by observing their job, their occupation, and their employer. Job Attitude influences behaviour of the employees of an organization which in turn leads to job satisfaction. Human Resource Management of an organization must look after the employees in a way that they do not succumb to stress or frustration and develop positive attitude towards their job so that they are satisfied with the work they are doing for the organization.
According to Chaneta (2014), job evaluation is the process of analyzing and assessing the relative worth of various jobs in an organization for the purpose of comparison and pay grading, and based on qualifications and skills required for a range of jobs. In other words, it forms the basis for pay and benefits negotiation. It helps to compensate employees accurately based on their job grades or values, and hence avoid issues of inequity and indifference at the workplace. To ensure effective job evaluation process, market-driven and job worth systems are largely used. While market-driven system is determined by the existing pay grade or structure in the opened market based on workforce demand and availability for particular positions, job-worth system depends on the value of the job or position to the organization.
If managers thought that situations resolute behavior, they would hire individuals almost at random and assemble the situation correctly. But the employee selection procedure in most establishments places a great deal of importance on how applicants achieve in interviews and on examine through which the personality of a person can be achieved and the task distribution can be much easy varying upon the type of personality (Robbins, Odendaal and Roodt, 2001) Cognitively, these behaviors may influence how individuals understand the characteristics of their jobs, as is the situation when individuals with optimistic core self-evaluation understand intrinsic job features more completely, even controlling for real job complexity. Affectively, these personalities might stimulate job satisfaction through their outcome on mood or mood at the organization. Lastly, employees who are emotionally steady, extroverted and conscientious may be better-off at work because they are more possible to achieve sustaining results at work. Part of this outcome may operate through job presentation, such that conscientious employees achieve better and are more content with their jobs because of the intrinsic ... ... middle of paper ... ... 2nd edition.
INTRODUCTION 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).
Performance appraisals are used administratively whenever they are the basis for a decision about the employee’s work conditions, including promotions, terminations, and rewards. (Gomez-Mejia, 2012, p.223). Performance appraisals compare work performed against measurable objectives that the employee and supervisor agreed to at the beginning of the appraisal period (smallbusiness.chron.com). If the employee does not meet the objectives as agreed upon, this may have a downstream effect on their salary, chances for advancement, and it could lead to termination. The manager plays a critical role in the administrative process of the performance appraisal.
According to these theories, although the basic premise is that the management’s role is to assemble the factors of production, people and for the economic benefit of the organization, beyond this point these two theories takes diversion. Figure 1: Theory X & Theory Y (Image Source: Net MBA) When the Theory Y is focused the organization can do wonders to the employee motivational energy by, • Decentralization and delegation • Job enlargement • Participative management • Performance appraisals Therefore, without doubt we can say when properly implemented, this would result in a high level of motivation as employees work to satisfy their higher level of personal needs through their jobs. ADAIR: John Adair leadership is an Action Centred Leadership. Figure 2: The Three Core Management R... ... middle of paper ... ...iew. Available at: http://hbr.org/2000/03/leadership-that-gets-results/ar/1 [Accessed 26 May.
In order for a company to stay externally competitive, it needs to have a diverse work force and offer divers forms of pay. Organizations will develop different strategic compensation policies based on their operation and other important variables. A well-structured compensation system could have a major impact on employee’s behavior, performance and effectiveness in that company. Most compensation systems reflect the value of the company and how the company treats their employees. Employees look at the pay system of any company and they get a general idea about the company.