As the supervisor of an assembly line responsible for assembling tuning devices that go into cell phones, I have discovered poor quality distribution in my group. This has caused our units to be re-called and reworked which is costly and gives the company a bad reputation for its product. In order to assess the problem I must eliminate any other possible reasons for the failure. It may be that the equipment, the machines or the original parts in the assembly are defective or damaged. Once I am assured that it is not a mechanical problem, I can actively assess and address the training of the employees. My boss has attributed the problem to the training of my employees so I must address this issue and resolve the problem expeditiously. When companies have problems with employees, their typical responses are to train, transfer, and coach and counsel them, then threaten, discipline and replace them (Ricciardi, 1996). All of these responses are based on the assumption that the root of all performance problems is defective people, when in fact; people are only one element in a complex performance process (Ricciardi, 1996). In order to improve a performance system, dedication to managing the system and not just correcting people is needed. Many companies fail to recognize the difference between productivity and quality of output, focusing instead on one or the other (Ricciardi, 1996).
Training programs that concentrate solely on productivity create a quick employee that processes work at an intense pace which unfortunately, may cause the employee to make mistakes that are passed on to customers (Companies, 1994). A focus on quality may generate great products, but also unacceptable lead times and missed delivery dates whereas poor ...
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...raining will not only address the possibility of lack of training but will inform management of the progress by providing data, providing feedback, and continuing to work on viable solutions for continued improvement. Our goal is to create a training program that will include quality control measures to test quality of our part in the cell phone assembly before they are introduced to the market.
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As most of the literature suggests, employee performance is a vital element in organisational survival and success. The systems developed and applied to facilitate the management of employee performance are therefore major contributors to the overall success of performance management. To remain effective the RM process should not be isolated from other HRM functions, in addition the process must be dynamic and constantly aligned to organisational strategy. In these instances long term benefits for all stakeholders can be realised.
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. ...
Dessler, G. (2011). A Framework for Human Resource Management (6th ed.). Upper Saddle River, NJ: Prentice Hall.
One reason of failure may be the problem of communication through the company which may create an unfriendly working environment. In the presence of a high risk of losing their jobs,it is a difficult task to keep people motivated in doing their best at their working places.(Bulent 2005; Buono & Bowditch 2003).
During the course of the performance evaluation goals are set for each employee to achieve. In most cases ...
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.
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).
Torrington, D., Hall, L. and Taylor, S. (2008). Human Resource Management, 7th ed. Prentice Hall.
Staying ahead of the competition and increasing profits are the fundamental objectives for every organization. However, many firms today continue to invest extensively in business development activities and less on employee productivity. This mindset ignores the firm’s chief asset and its core foundation, its workforce.