In addition, Zatzick, Zhao and Tingling (2014) also stated that managers that will decide which employee will be dismissed must also discuss with managers responsible for recruiting because “to avoid mistakes such as “last in, first out,” hiring managers are in the best position to know whether the most recent hires have the cutting-edge skills companies need most and therefore are the ones most difficult to replace.” “Employees are more satisfied with a system in which the supervisors, in addition to evaluating their results, involve them in seeking improvements to the work process” (Lam and Schaubroeck, 1999). CONCLUSION To sum up, measuring employee performance is not always advantageous. As stated above, performance measurement
Ultimately all human resource matters are matters of subjective judgment and the available research evidence suggests that assessors give more accurate ratings when they are not shown to employees and the final outcome does not involve promotion decisions. Assessors are often fearful of the negative impact of their appraisal on the individual?s pay, promotion and on the job security, as well as its potential to damage or even destroy a previously excellent working relationship. In the past most of the attention has focused on the development of appropriate measuring device and rating scales. However recent trends indicate a shift in emphasis from the procedures to the process and the dynamics of the supervisor-subordinate relationship. Employee development must be an ongoing process if organization is to retain its capacity to respond to the challenges of the future.
Work place performance and personality fit are essential to the employees and their success within the organization. It would be beneficial for employers to implement personality testing into their hiring process to better place employees into positions they are more apt for. Robbins states, “though self-report measures work well when well-constructed, one weakness is that the respondent might lie or practice impression management to create a good impression” (2009). I have experienced when a potential employee will basically tell you what you hear and not perform as well in the job as you expected. When I interview potential employees I often ask questions about their personality to better understand how they handle problems and assess their
Psychological contracts are the mental representation based on belief or perception, so it may help the employees and employers get rid of a complicated employment relationship. For instance, the employees and employers may understand very clearly about the terms and conditions and what they have been agreed upon. The perception of each individual is very important and essential (Ekelund et al, 2010, 1438). Thus, when they work in a high competitive group, it could motivate them to implement their work consciously. Combined with a few exceptions, some researches cite that psychological contract is only regarding to the employee–manager relation and the term that mostly... ... middle of paper ... ...Review, 37(5), 473-489 Smissen, S.; Schalk, R.; Freese, C. (2013) Organizational change and the psychological contract – How change influences the perceived fulfillment of obligations, Journal of Organizational Change Management, 26(6), 1071-1090 Sonnenberg, M.; Koene, B.; Paauwe, J.
For many years, there has been a debate in which whether or not personality plays a role in the workplace, in areas like “teamwork, job-fit, leadership, service, sales, and overall performance and satisfaction” (Furnham, 2008). Personality is an important topic for human resources and training professionals to consider during the hiring process and employee development. Employees’ personalities might have a significant impact on an organization’s performance. Therefore, I believe using personality tests in a workplace is necessary. Personality tests help identify an individual’s characteristics, provide employees and managers information about the individual to use for discussing individual differences, promote conscious knowledge of one’s character, feelings, and motives, and provide a starting point for group discussion (Passmore, 2008).
Personality is a vital tool, which indicates success or the failure of an individual for that job. " Those relatively stable enduring aspects of the individual which distinguish him from other people and at the same time form the basis of our predictions concerning his future behaviour"(Wright et al, 1970). Managers get to know their employees even better as personality depicts their habits, interests, sentiments, ideals, opinions and believes. In addition to this managers can also judge the level of awareness that employee has towards his job. Sometimes there are conflicts between ego, superego, and id.
Motivation of employees should be the primary focus for managers by offering: equity, support to employee aspirations and goals, good remuneration, and skill enhancement through continuous training. The equity theory shows how employee performance is greatly influenced by the manner in which his peers are treated. For instance, firms that treat employees differently affect the motivation of employees by making it difficult for them to engage in teamwork or working effectively. This often happens in an environment where individuals holding certain positions are treated as more superior due to their closeness to managers in contrast to others occupying similar positions. This trend is detrimental.
There is considerable debate over merit pay and the effect it has on employees within an organization. Psychologists believe merit pay is related to the incentive theory of psychology; people respond to rewards and with the proper motivation, it increases performance (Cherry). Employers consider merit pay an effective tool and a form of competition strategy for motivating employees to achieve positive performance outcomes. Many employers ignore the fact that incentive plans may motivate some individuals while others have high work ethics and do not need motivation. The intent of this paper is to discuss merit pay used by companies, the motivational factors on employees to reach high achievement, and the challenges that employees face due
A manager should not be unaware or negligent when it comes to these Equal Employment Opportunity laws. There are many direct ways in which these laws can be broken. Managers must be aware that their human resources specialists have good communication in order for these laws to be carried out. One way a person may feel discriminated against is by not being a considered hire because of their protected class or group. Discrimination can arise from people not getting 6 certain promotions, raises in salary, or different types of benefits because of their age, sex, col... ... middle of paper ... ...rriers is by analyzing the employee and finding the best way to try and communicate in an effective manner.
People want to do more than work as machines; they want to be productive as well as being recognized by others. Following the successful managers handbook, when employees have the opportunity to work with a leader who challenges, inspires and appreciates them, they are more likely to perform above their expectations. However, there are two different strategies when dealing with this matter that are necessary to identify before implementing these techniques. According to Philip Holmes, "although the two often seem interchangeable, recognition should not be confused with incentives. Recognition involves all the techniques that draw attention to employees who perform.