Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-1 CHAPTER 7 The environment for performance
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-2 Learning Outcomes Define the terms industrial democracy, performance management, employee compensation and career planning. Align specific job roles with the organisation’s strategic and operational plans. Explain how performance management adds value to the organisation. (cont.)
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-3 Learning Outcomes (cont.) Develop techniques to gain and maintain individual and team commitment to performance outcomes that reflect individual and team roles. Understand the role of performance objectives and standards and how they are measured. Establish flexible performance management systems. (cont.)
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-4 Learning Outcomes (cont.) Explain ways that individuals and teams can monitor, report and correct performance as needed. Establish performance evaluation tools to monitor and measure various levels of performance. Ensure that feedback systems incorporate feedback plans, training and assistance strategies and grievance procedures. (cont.)
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-5 Learning Outcomes (cont.) Provide performance feedback to all parties that need it to correct past methods or techniques. Understand how rewards can affect excellence in performance and outcomes. Determine action to be taken where there is continued evidence of underperformance or lack of changed performance.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-6 Job Enrichment Job enrichment is the vertical expansion of a job by providing extra responsibilities.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-7 Determinants of Job Satisfaction Achievement Recognition Work itself Responsibilities Advancement
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-8 Job Dissatisfaction Major points of dissatisfaction include: Company policy and administration Supervision/interpersonal relations Salary and working conditions
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-9 Job Satisfaction Job satisfaction generally means ‘being satisfied with one’s workplace’. Rewards are benefits from above-average performance. Job satisfaction may be derived from extrinsic or intrinsic rewards.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-10 Industrial Democracy Industrial democracy is the spread of organisational and decision-making power from management to workers.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-11 Job Security Job security is the knowledge that a position will exist in the future, usually associated with quality and productivity issues.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-12 Job Rotation Job rotation involves moving workers around or changing their tasks in the workplace.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-13 Job Enlargement Job enlargement is a horizontal expansion of a job by providing different work at the same level of responsibility (opposite of job enrichment).
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-14 Worker Participation Worker participation is involvement of the worker in the decision-making process affecting the workplace.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-15 Quality of Work Life Quality of work life includes factors in the workplace that workers are entitled to.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-16 HRM Functions and Job Analysis
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-17 Accountability Accountability means being responsible for one’s actions and outcomes.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-18 Career Planning Career planning is a process designed to develop, over time, a structure to one’s career.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-19 Career Plateaus A career plateau is a point in one’s career where the opportunity to move forward is limited or prevented.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-20 Employee Compensation Employee compensation is the value received by workers from their employers for the effort they have exercised to complete a task.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-21 Productivity Bargaining Productivity bargaining is the process of trading employee benefits for increased organisational productivity.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-22 Establishing an Organisational Salary or Wage Policy Salary—compensation to workers irrespective of their actual hours of work. Wage—compensation based on a base unit of time or performance.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-23 Salary Structure and Administration There are three critical elements in the development of a salary structure. These are: internal relationships external relationships salary administration
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-24 Performance and Organisational Success
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-25 High Commitment Management High commitment management (HCM) is the increased management determination to seek newer and better productivity tools and techniques.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-26 High Involvement Management High involvement management (HIM) is a higher level of involvement by management in workplace productivity practices.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-27 Performance Management Systems
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-28 Goals of Performance Management Goals of performance management include: developing the individual, and evaluating the individual
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-29 Strategic Planning Strategic planning is the process of planning for the future development and direction of an organisation or part of an organisation.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-30 Performance Standards Standards of performance are written statements describing how well a job or position should be performed. Standards should be developed directly or collaboratively.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-31 Observation and Feedback Observations are the raw data, the factual base that allows constructive feedback to be presented to an employee. Feedback is the response gained from an employee when asked a question.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-32 Performance Appraisal Appraisal occurs in organisations whether there is a formal procedure for its conduct or not. We all appraise other people as part of our social interaction.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-33 Performance Development Plan The development of employee skills, knowledge and experience is a challenge to both the employee and the organisation. Organisations use performance development plans as a means of managing performance.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-34 Teams A team is a group of people working towards a common goal or direction. Its strength derives from the ability to assemble a collection of skills, knowledge and experience for the purpose of goal achievement.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-35 Chapter 7 Summary Productivity bargaining is the basis of many annual employer–employee performance reviews and workplace negotiations. Sound and workable compensation policies are the responsibility of the organisation after input from management and employees. (cont.)
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-36 Chapter 7 Summary (cont.) Management of performance and organisational success are complementary. Performance management is an ongoing, proactive process to facilitate work completion and to enhance or improve employee productivity or capability. (cont.)
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle Travers 7-37 Chapter 7 Summary (cont.) The performance management structure includes job descriptions, strategic plans, annual corporate and individual goals, standards and norms, observation and feedback, appraisal and performance development. Performance management of teams places addition burdens on both the individual and the organisation.