“These changes are significant” (Lockwood). For all organizations, “human capital and workforce relationships are the backbone of success”. The transfer of “information between colleagues, work teams, customers and suppliers, for example, depends on the quality of relationships and talent in the workplace” (Lockwood). All the preceding factors tie into an employees’ performance, reputation and credibility, relationships, visibility, and ability to manage conflict. This competency must be made a priority during the mentor-mentee relationship of employees.
One of the many ways to measure an organization's success in meeting or achieving its strategic objectives is to evaluate the performance of its employees. This evaluation, if it is to be effective or of substantial value to the organization, it needs to be systematic and purposeful. In order to explain the impact that a performance management system can have on other areas of human resource management, it is necessary to define the relationship between a performance management system and human resource management. First, a performance management system is one area of human resource management. It is now becoming a strategic issue for organizations, in their pursuit of addressing deficiencies in the performance of employees in a timely manner; channeling employees in the appropriate direction towards performance of specific objectives that are consistent with the work or overall strategies of the organization; and providing employees with appropriate and specific feedback to assist with their career development.
The practice entails careful and detailed screening of employees and only hiring the most promising sales force. Employee motivation, use of rewards as well as proper compensation plans are also important techniques which ensure that employees are motivated and in the right frame of mind needed to deliver desired results. Sales force management tools such as quotas, targets and sales reports are mainly used by management for a number of reasons. These include monitoring of sales force performance and determining suitable target markets for their sales force. Technology is also an aspect in sales management that has revolutionized sale and management in organizations.
To survive and succeed in these days dynamic environment, organizations are expected to build up and nurture the competence of their work force and empower them to carry out their task effectively and efficiently. The actual experiences and findings of numerous researches show that the difference between high performing (successful) and low performing (struggling to survive) organizations lies in quality of their human resource. Therefore, in order to be productive and competitive, all managers (in public or private or other sectors) have to develop some appropriate Human Resource Development (HRD) strategies to manage their work force in an organized manner and
Figurehead managers have figurative head ceremonial duties meaning they represent their organisation in all matters of formality (Allen, G. 1998). Liaisons managers preserve network external of contacts while leaders are suppose to motivate and direct the employees. All these attributes are essential because they express dependability, som... ... middle of paper ... ...y making my own research, I came to the conclusion that there are many attributes taking part in making a better manager, but motivation is the most important or one of the most important issues managers need to take into consideration if they want to become better managers. A person can become a better manager if they put in to practise the motivational theories because motivation is what drives workers into doing things and it is what workers use to set goals for them selves. BIBLIOGRAPHY ALLEN, G. 1998.
Positive reinforcement through recognition and rewards is essential to maintain achievement and continuous improvement through participative problem-solving projects. The Quality Delivery Process TQM is not just the awareness of quality for the customers. It demands the implementation of a new system. Finally, the main objective of TQM may put the customer at the center of every activity and consider the process as customer driven, but all other factors which do not involve the customers have to be taken into consideration for the successful implementation of TQM.
Organizations rely on HR managers seek out and hire individuals who will fit into the plan outlined in the other two elements. These people must fit well in the organizational structure and be able to achieve the goals set forth by top managers. For as stated in the lesson text even the most capitol-intensive, best structured organizations ... ... middle of paper ... ...luation of a training program should focus on several criteria: participant reactions, learning, behavior changes on the job, and bottom line results. CONCLUSION Management is, by definition, getting things done through people. If managers are to increase productivity, reduce costs, and improve their organization's competitive advantage, they must focus on how to properly manage personnel.
Prior to any development, management should take note of what exactly they want to achieve with their performance appraisal system (goals), what properties they want their appraisal systems to possess (characteristics), how they wish to execute the performance appraisal (method), and how they will use the data collected to achieve said goals (feedback). It is also pertinent that effective performance management systems clearly communicate expectations, distribute performance information to employees, determine areas of strength as well as areas in need of development, and document performance for personnel records. Typical goals affect the employee as well as the employer. Many employers seek to improve company productivity via appraisals; others see appraisals as the primary supportive document in promotion and termination decisions. Most organizations would value both of these uses.
Introduction Many say Human Resource Management (HRM) refers to manage people, but in fact HRM is much more comprehensive. It is “a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personal techniques.” (Storey, 1995). Human Resource (HR) is one of the critical factor affecting and supporting organization from financial, services and processes. Almost every aspects of business are driven by HR, hence management has to be conscientious and prudent on which HR strategies, plans and policies to implement so as to improve overall performance. The Human Resource Management For all organizations, HR contributes to most of the performance and goals set by the management.
Successful Management of a Diverse Workforce Being successful at managing workforce diversity involves attracting and retaining the highest quality individuals in the talent pool. For managers it means learning how to manage human potential sensitively. It requires an ever-increasing awareness of how people from different backgrounds deal with authority, communication, overall business etiquette, and relate to their communities of affiliation. Successful management of workforce diversity is a process that takes place in many stages and on many levels. It requires managers to first recruit a competent and qualified staff, then to accommodate individual needs within the context of the work team and the organization.