PERCEIVED FAIRNESS OF AND SATISFACTION WITH EMPLOYEE PERFORMANCE APPRAISAL
PERCEIVED FAIRNESS OF AND SATISFACTION WITH EMPLOYEE PERFORMANCE APPRAISAL A Dissertation Submitted to the Graduate Faculty of the Louisiana State University and Agricultural and Mechanical College in partial fulfillment of the requirements for the degree of Doctor of Philosophy in The School of Human Resource Education and Workforce Development by Marie Burns Walsh B.S., Louisiana State University, 1981 Master of Engineering, Louisiana State University, 1985 December, 2003 ACKNOWLEDGEMENTS My sincere thanks are given to each of my committee members for their participation in my academic efforts. Through the years I have learned from them and appreciated the opportunity they have afforded me in pursuing this degree. I am particularly thankful to Dr. Michael Burnett for his unfailing patience and guidance during the research and preparation of this dissertation. He shared his love of knowledge and research with me along with his time to help ensure successful completion of my academic journey. My family has offered me unconditional love and support through the years that it has taken me to complete this degree. My children, Catharine, Elizabeth and Matthew, have endured late meals, countless frozen pizzas and learned the fine arts of housekeeping and laundry while I attended night classes and worked on my research. I have been blessed with my husband, Michael,
A CASE STUDY OF PERFORMANCE APPRAISAL IN A SMALL PUBLIC SECTOR ORGANISATION
A CASE STUDY OF PERFORMANCE APPRAISAL IN A SMALL PUBLIC SECTOR ORGANISATION: THE GAPS BETWEEN EXPECTATIONS AND EXPERIENCE JOHN MOONEY A dissertation submitted in partial fulfilment of the requirements of the University of Chester for the degree of Masters of Business Administration CHESTER BUSINESS SCHOOL December 2009 Acknowledgements To my beloved wife Lesley, and children, Liam, Shaun and Hannah, who tolerated my regular withdrawals from normal family life throughout my MBA studies. And to the talented and approachable lecturers and staff on the Chester MBA programme. Abstract The research project sets out to identify the gaps between expectations and experiences of performance appraisal in a small public sector organisation. The document explains how Passenger Focus, the rail watchdog, has undergone a successful corporate transformation from the previous federal network of regional committees into a new credible consumer body. The organisation has a new vision, and robust business planning processes have been introduced. However, there is a need to improve performance management through a new performance appraisal system. The overall purpose of the research is to assess the gaps between expectations and experiences in order to inform a new system. The literature review explains the background to the development of performance and its measurement in the public
Human Resource Management: Development, Activities, Planning and Recruitment
BTEC- HNC in BUSINESS Unit 21: Human Resource Management Assignment 1 Development, Activities, Planning and Recruitment Name- Karan Aggarwal Tutor- Marion Fieldstead Date- w/c Contents: Page: a.) Introduction....................................................03 SECTION 1 b.) Distinguishing between 'personnel management' and 'human resource management' and discussing the historical development and changing context in which they operate...................................................................04 c.) Assessing the role, tasks and activities of the HR practitioner...............................................................07 d.) Evaluating the role and responsibilities of line managers in HR practices.........................................................11 e.) Analysing the need for human resource planning........15 SECTION 2 A f.) Documentation for structured recruitment process for TWO organisations; Comparing the recruitment and selection procedure for the TWO organisations; Comparing the recruitment and selection procedure for the TWO organisations to the good and bad practices;The methods and media that can be used......24 SECTION 2 B g.) Evaluating the interview as a selection technique and discussing a range of alternative selection methods
Context of Employee Relations and Industrial Conflict
Unit 24: Employee Relations Assignment 1 Context of Employee Relations and Industrial Conflict Name- Karan Aggarwal Tutor- Marion Fieldstead Date- 07/04/08 Contents: Page: a.) Explaining the unitary and pluralistic frames of reference..........................................................................03 b.) Reviewing the development of trade unions and industrial relations........................................................07 c.) Determining the role of trade unions and its contribution to effective employee relations................16 d.) Differentiating the roles taken by main actors in employee relations....................................................20 e.) Explain the ideological framework of industrial relations...........................................................................26 f.) Investigating the different types of collective dispute..............................................................................29 g.) Reviewing the dispute procedures and the resolution of conflict.............................................................................38 h.) Bibliography/References.....................................54 i.) Self Reflection/Evaluation..............................................56 j.)
Reward Management, Monitoring Performance and Exit Rights & Procedures
BTEC- HNC in BUSINESS Unit 21: Human Resource Management Assignment 2 Reward Management, Monitoring Performance and Exit Rights & Procedures Name- Karan Aggarwal Tutor- Marion Fieldstead Date- 23/01/08 Contents: Page: a.) Introduction......................................................03 b.) Evaluating the process of job evaluation and the main factors determining pay.....................................................04 c.) Reward systems..................................................................14 d.) Explaining the link between motivational theory and reward................................................................................23 e.) Exploring organisational approaches to monitoring performance.......................................................................32 f.) Evaluating exit procedures used by two organisations and comparing these to the best practice.................................43 g.) Analysing the selection criteria for redundancy..............51 h.) Appendices (Index)............................................................55 i.) Self Reflection & Evaluation............................................56 j.) Timetable...........................................................................58 k.)
FAMILY AND BUSINESS
Abstract The literature is surrounded by debates to form a link between human resource management and performance. According to scholars High performance work practices can increase the commitment of employees which can then affect firm performance. This dissertation was carried out on a single firm to capture a detailed analysis. The firm was specifically chosen because it does not have any human resource department or any high performance work practices system for the employees. The main aim of the dissertation was to study the reasons behind employee commitment, how employee commitment leads to performance and to asses if the inclusion of human resource function can act as a catalyst to increase commitment leading to the performance of employees. It was purely a qualitative study. 10 non managers and 4 managers working in various departments of the Karim Associates were interviewed. The main factors of employee commitment were found to be the employers, work environment, flexibility and the management structure and the factors influencing employee commitment to performance were found to be employer's and manager's trust and expectation from their employees, the employees were being treated like a family and took pride to work for the organization. The study revealed that although a majority of the employees seemed to be commitment and said that they were putting in
The purpose of this exercise is to introduce the relationship of selecting, evaluating, building and hiring the right employees and leaders as one of the factors to establish to pull through a team strategy, increase company performance and develop organi
Table of Contents I. Executive Summary 2 II. Leaders in the Organization 2 III. Group Report 11 IV. Women in the Construction Industry 20 V. Behavioural Strategy 25 VI. Performance Appraisal 34 VII. Performance Quality 39 VIII. Performance Appraisal Report to B.I. Tala 40 IX. Reference 46 I. Executive Summary The purpose of this exercise is to introduce the relationship of selecting, evaluating, building and hiring the right employees and leaders as one of the factors to establish to pull through a team strategy, increase company performance and develop organizational effectiveness. I will try to explain each of the key roles that will affect a business success in its industry. One of which is selecting the right leader and what is the best fit 'type' of leader. It will also include how some companies empower their employees better in their tasks. The document will also help how strategic performance management can take place at top management, middle management, or strategic operations levels, and their impact on business profitability, company competitiveness and organizational stability and growth. II. Leaders in the Organization A. Theories and Styles of Leadership . Leadership theories Many theories about leadership tend to focus on the question 'What is it that makes one leader more effective than another?' The hope is that by observing carefully enough
This IHRM report is based on a large food retail company in UK, Malone Superbuy Ltd. The present strategic plan of the company is to venture into the Middle Eastern and Asian markets.
Abstract This IHRM report is based on a large food retail company in UK, Malone Superbuy Ltd. The present strategic plan of the company is to venture into the Middle Eastern and Asian markets. This report is structured in six main sections: an assessment of domestic and international HRM (outlining the major differences including cultural and industrial differences); the strategy that can be implemented; policies to address labour issues; training and development programme; approaches to employee representation issues; and re-evaluation of employee reward policies. .0 Domestic and International Human Resource Management International Human Resource Management (IHRM) has many similarities with domestic Human Resource Management (HRM), but there are several important differences. Even though IHRM has the same functions as domestic HRM, there are numerous additional functions, and involves broader perspectives. With an increasing focus on globalisation, many companies have to compete on a worldwide basis. As a result, HRM in the international context requires developing an understanding of the issues facing multinational enterprises (Briscoe and Schuler, 2004). Therefore, an IHRM manager needs to consider more functions and activities than the one that is domestic based. While internationalisation has brought strategic opportunities to domestic and international
What can organisational learning, and the search for the learning organisation, offer to companies seeking improved financial performance in the modern workplace?
What can organisational learning, and the search for the learning organisation, offer to companies seeking improved financial performance in the modern workplace? ________________ Contents Table Abstract p. 4 Chapter I: Introduction Overview of the review p. 5 Context of the review p. 6 Statement of the issue p. 8 Purpose of the review p. 9 Chapter II: Literature Review Introduction p. 13 Organisational learning and the learning organisation – issues of definition p. 16 Organisational learning and the learning organisation – Evolving thoughts p. 19 Organisational learning and the learning organisation – Culture p. 20 Organisational learning and the learning organisation – Change p. 21 Organisational learning and the learning organisation – Value p. 23 Organisational learning and the learning organisation – Action p. 26
Management and leadership within health visiting team in Edmonton locality.
MANAGEMENT AND LEADERSHIP WITHIN HEALTH VISITING TEAM IN EDMONTON LOCALITY INTRODUCTION MANAGING PEOPLE The author is a health visitor working with five other colleagues of the same grade "G " and three health visitor assistants in a clinic. The person responsible over staff management is the Locality Nurse Manager who is "I" grade. The author, is currently employed with no management role for managing others, therefore will draw on her most recent experience in a management and leadership role as a "F" grade Nurse in an acute General Medical ward and some relevant management experience from health visiting in this present job and from the previous employment as a health visitor. I will use as a benchmark the leadership/management style in the Leadlap/Clinlap model (see Table 1) to critically discuss and analyse the National Health Service (NHS) modernisation agenda and the working together documents (Do It 1998). Factors that impact on nursing/health visiting workforce environment, the role of Legislation and some management and leadership theories will be included. In the document "Working Together: Serving a Quality Workforce for the NHS, the following statements were made by Mr. Allan Milburn in 1998. "The NHS has always depended on the skill and dedication of its staff. Millions of patients have benefited from their care. And it is the staffs of the NHS who are the