Performance evaluation process is one of the processes that can help an organization attain its goals in the most effective way. However, this is one of the processes that is hated most by not only employees, but also managers. Most managers have gone even a further step to ensure that this process is abolished in their organizations. Studies have shown that most managers would also wish that this process is abolished in most organizations because they find is useless or it takes much of their time. Research has also shown that this process reveals some weaknesses that the managers have, so this is why they do not like it at all (Schraeder & Portis, 2007).
Otherwise employees are bound to feel dissatisfied and alienated. The Employee Relations (ER) department basically takes care of the company's communication program, its Employee Assistance Program (EAP) and its employee recognition program. Effective employee management is the key to having favorable employee relations, which in turn is necessary for retaining talented and productive employees. Common deficiencies and hindrances in the way of effective employee relations For most part, managers say that they hate managing people and it’s the most difficult part of their job. This is because; a) they have not received formal training on how to manage people b) they get little or no support from employee relations and human resource people.
The definition of absenteeism, its causes, its affects on productivity, and its costs in terms of finances and administrative effectiveness are quite clear, the challenge is in taking affirmative action to control it. People can be absent from work for a number or reasons, some of them for a very good reason, but whatever the reason, absence is costly and disruptive and needs to handled with skill, understanding and confidence. What causes employees to skip work? Absenteeism is one of the most serious problem facing employers in today’s workplace. Employers must be able to identify what is causing their employees to miss work in order for them to find a solution.
(Tost, Gino & Larrick 2013) argues that “when a formal leader experiences a heightened subjective sense of power, he or she tends to dominate group discussions and interactions, which leads other team members to perceive that their views and perspectives are not valued”. This perceived imbalance definitely hampers any attempt at managing workplace conflict. When employees feel that they have no authority or empowerment they tend to be disengaged, and disengaged employees effect productivity. Low productivity can be considered a form of dissatisfaction and thus labelled a conflict that must be addressed by both employee and manager. Conflict and Power The textbook definition of conflict is when two or more individuals or concepts appear to be incompatible, and in this case low productivity versus high productivity is the conflict that must be addressed between the employee and manager.
201-220. Smith, M. M., & Pretorius, P. P. (2003). ‘Application of the TOC thinking processes to challenging assumptions of profit and cost centre performance measurement.’ International Journal of Production Research, 41(4), pp. 819-828. Tsoukas, H. & Chia, R. (2002) ‘On organizational becoming: rethinking organizational change’, Organization Science, 13 (5), pp.567–582.
While many factors greatly influence downsizing at a gr... ... middle of paper ... ...r new jobs and the lack of people to perform other jobs. Looking to the future needs to be continually stressed. Usually when a company downsizes, the results end up exactly the opposite of what they wanted, and it is usually because of the lack of planning. There are many issues involved in a corporate downsizing and with appropriate planning these issues can usually be resolved. While employees terminated usually get all the downfalls of a downsizing, the corporation had to downsize for a reason.
Lere, J.C. (2001). Your product-costing system seems to be broken: Now what? Industrial Marketing Management, 30(7), 587-598. Retrieved from http://www.sciencedirect.com.ezproxy.lib.monash.edu.au 9. Smith, K.L, Thorne, H., and Hilton, R. (2012).
Leader - the change agent When an organisation is at the crossroad of change, it is in the crisis stage. DuBrin (1989) defined crisis as a turning point for better or worse, or a situation that has reached a critical phase. When a company is in a crisis, it requires decisive and bold leadership to identify, isolate and manage the crisis (Topping, 2002). Leadership now requires very different behaviour from the leadership tradition that we were used to. It requires leaders who are able to speak to... ... middle of paper ... ...kills: A leadership wake-up call, Available: http://www.selfgrowth.com.html, (Accessed: 2004, April 8).