Respond to at least four of your classmates’ posts by Day 7. Initial post should be 150-250 words in length. Please cite at least one scholarly reference in addition to the course text to support your response.
My course text reference is: Youssef, C. (2015) Human resource management (2nd ed) Retrieved from https://ashford.content.edu (Links to an external site.)
These are the four posts i have to respond to:
1) Three mistakes that I have witnessed in my workplace would be not awarding proper recognition where it is due, lack of communication, and avoiding biased opinions when evaluating employees about their work performance.
The biggest offense that wears down most employees drive overtime is when Management doesn’t highlight promotions or credit to their workers when they complete projects and get the work done that was tedious or the task load of more than one person. More than just saying thanks, it is important to remember that something structural has happened in the job market since the 2008 financial crisis. (Jackson, E 2010) Stay up to date with your employees and award the proper employees so you don’t lose them, keep them happy so you won’t lose them and other have to pick up the slack. With that said be cautious, ensure there is a balance and you really evaluate who you are giving credit to, this falls back on supervisor and Mangers to know their employees. Bottom line up front: If a leader ignores top performers, they lose their winning edge. If a leader rewards weak performers they never develop a winning edge. (Colon-Lopez, R, 2013) Don’t become complacent when it comes to knowing your employees. Narrowing down to communication, Communication — frequent and candid — will ensure your personnel know where they stand and how you view them as Airmen. Daily interaction will also help identify problems that otherwise would be overlooked. If reaction becomes your method of leadership, you will always be doing damage control. Be proactive and maximize resources to put out fires while they are manageable. (Colon-Lopez, R. 2013) I see this in my job all too often, it’s sometimes vague, or we aren’t given enough feedback on how we are performing on our projects and tasks, but then when evaluation time comes, we miss the mark. Management or supervisors have to clearly engage and guide their employees on specific requirements good or bad. Finally, when it comes to the work place I tend to see biased evaluations between employees and supervisor. Perceptual and attributional biases are very hard to control… somemanagers are too lenient in their evaluations of certain employees to avoid confrontation, toprovide protection in case of employees’ having personal difficulties, or to ensure employees’loyalty and support. (Youssef, C 2015) I cited this because I see it all too often; most supervisors are young and so re their Airman, so their mindset is harder to be more open and seasoned when evaluating an individual. They often don’t want to be the bad guy and want to earn their loyal and trust. These are just a few things I see in my place, what are yours?
2) have experienced a number of the “Ten Biggest Mistakes Bosses Make in Performance Reviews” (Jackson, 2012). One mistake that I often see during performance reviews or performance evaluations is that they are too vague. As Jackson says, “They are as brief as possible and give the reports no specific feedback on the work they have done in the last year” (2012). I believe it is important to fairly evaluation each individual to assist them with reaching their maximum potential. I feel one way this mistake may be resolved is by implementing mandatory quarterly performance assessments. The assessment will be similar to a counseling session where both parties have the opportunity to discuss goals and assess progress being made throughout the year.
Another mistake that I have experienced is no pats on the back. “These days, we are all busy and most people are over-worked and under-appreciated” (Jackson, 2012). There was a situation when we had a Soldier plan and put-on an entire Family day gathering by herself. She was burnt out from all of the planning and expressed to me that a simple thank you would suffice for all she has done. She never received a thank you and she felt everything she had done was for not. One way to fix this would be to implement mandatory recognition, such as, employee of the month, outstanding employee of the week, most valuable employee, or whatever works for a particular company or department.
Lastly, I believe a huge mistake when conducting a performance review is the superior is not prepared. Usually when that happens neither is the subordinate. Jackson says some bosses like to conduct meetings on the fly (2012). This type of evaluation is not fair to the worker. This does not allow the worker to address performance flaws. Another problem that I can see stemming from a manager being unprepared is the review does not fit the job. Conducting a performance review in this way would limit specific, useful feedback and an opportunity to discuss issues the worker may be having (Perkins, 2016). One way, I believe, to prevent a manager from being unprepared is to request the performance review shells to ensure your manager knows who he/she will be talking to and what they will be talking about.
In closing, I believe it is important to conduct fair reviews for each and every worker. “Many organizations misuse performance appraisals or limit their use to only making decisions pertaining to salaries and promotions – yet the main objective of performance appraisals is employee development” (Yousseff, 2015). A fair evaluation will be beneficial to both parties and allow the worker to understand their shortcomings and the manager to develop their employees.
3) What are the goals of employee selection?
The goals of employee selection are to ensure that the right members are chosen for the job, the best members possible are chosen, and that the fit between the organizaiton and the employee is correct (Youssef, 2015). The compatibility between the employee and the organization will set the two up for success as the partnership progresses (Muller, 2009). When the correct combination of methods are utilized, the human resource management process is demonstrated at its finest (Muller, 2009).
Compare and contrast two selection methods
Ther person-organization fit is a selection method which focuses on the compatibility of an individual into the environment or culture of an organization (Youssef, 2015). If an employee feels comfortable in the work environment, their performance will reflect (Muller, 2009). The person-job fit is similar to the previous method, as members must find a level of comfort and compatibility with an organizaiton (Youssef, 2015). The major difference between these two selection methods is the desired compatibility on the side of the organization (Muller, 2009).
How do these selection methods impact achievement of organizational objectives.
If the organization is seeking an individual that will be compatible with the job, they can expect to find hard working individuals, while those who companies who seek to find individuals compatible with the environment will likely find more collaboration and a stronger culture within the organization (Youssef, 2015). It is very important for organizations to have a clear understanding on the desired outcome of employee selection, as well as the potential benefits that may result (Muller, 2009).
4) The process for an employee selection is “an organization first needs to determine the specific factors that are critical for success in the job in question, and then direct its recruitment and selection efforts accordingly” Youssef, 2015, sec. 5.1). To sum this up the company is analyzing what skills and abilities are needed to complete the tasks for a job, and then initiate a method of reviewing the most qualified applicants to fill the need for that job. One method of selection that seems to be effective is testing, such as aptitude and physical testing. I recently did this in an interview for a company that was utilizing this to sift through numerous applicants to make sure they were physically and mentally able to accomplish their assigned tasks. Another method of selecting employees is by contacting their references that they used from their previous work experiences such as previous supervisors, managers, and coworkers. However, sometimes this is a drawback because they are “not a very reliable source for verifying information since applicants are careful to choose only references that are most likely to present them in a favorable light” (sec. 5.3).