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HRMN395 D1.) Pamela Hernandez Metric(s) is academically defined as “a tool for a

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HRMN395
D1.) Pamela Hernandez
Metric(s) is academically defined as “a tool for assessing the impact of a particular project or activity (UMGC, 2022). Metrics are described as the quantitative outcome or resolution of an action. Furthermore, the Human Resource field is referred to the “qualitative side of business” where metrics are constantly collected and implemented despite the fact that there is difficulty collecting said data. Metrics are highly valuable for Human Resources professionals to report because they are the mitigating factors that drive all, if not all, change within the structure of the Total Rewards system. “The reason that you measure anything is to assess performance (Robinson, 2014). During the “Using Metrics to Maximize Your Total Rewards Investment”, Kerry Chou talks about the importance on studying metrics and how they directly affect the behavior of the organization’s awards and organizational culture. It is imperative to report these metrics because leaders are able to find a “happy medium” between fulfilling their own quotas and being able to satisfy their employees as well.
References:
Robinson, J. (2014, February 10). Using metrics to maximize your total rewards investment. YouTube. Retrieved November 19, 2022, from https://www.youtube.com/watch?v=aSqu_iqA8_c
UMGC. (n.d.). Module 5: Possible Pitfalls, Evaluation, and Metrics. UMGC. Retrieved November 19, 2022, from https://learn.umgc.edu/d2l/le/content/719249/fullscreen/29088780/View
D2.) Kelly McGeady
1. The metric I am considering is Retention.
2. This metric will be able to reflect the current rewards program because it will show that while there are great benefits, it is not helping improve our retention rates. The total rewards are not matching the capabilities of the duties required of certain positions.
3. Retention supports the organizations capabilities because if they do not have the proper amount of qualified employees, it is impossible for them to complete all the tasks they are responsible for. So rather than overworking their employees, they need to ensure they are finding ways to retain all employees to create a better work environment all around.
4. The data will be collected by using electronic fillable surveys for each groups. Each different department will be reviewed at separate times to ensure we receive accurate information from each. This will also eliminate losing any important responses from the departments which could potentially happen by mixing them all together.
HRMN400
D1.)Infinity Stevenson
Performance management is the process of controlling and fostering employee development. In order to improve an employee’s efficiency and effectiveness, it plans and monitors their performance. It controls the employee’s performance to enable them to meet or exceed the requirements and standards of their position. Additionally, it is more informal than performance appraisal. Performance management places equal emphasis on employee and organizational performance, whereas performance appraisal places more emphasis on problem areas and goal-setting. Regularly evaluating personnel through performance reviews, such as quarterly, semi-annually, etc. The performance management process includes performance appraisal. It involves assessing a worker based on past performance. An approach you can use to assist you to implement your strategy across your business and make sure all of your goals are being met is strategic performance management. Research is the backbone of any effective performance management system. An organization can create better goals and accomplish its purpose by using the knowledge from this research.
I will raise my daily sales calls by 20% by the end of the month is an example of an employee performance objective that is in line with an organizational performance requirement. The objective is clear, stating that the individual must make more sales calls. They need to boost those calls by 20%, so it is measurable. Achievable because, given the context of the team and the employee’s degree of experience, the rise in call volume during the specified time frame makes sense. Relevant because increasing sales calls will boost revenue, which benefits both the success of the person and the group. Last but not least, the goal has a one-month time limit, therefore it is time-based.
Performance Management vs Performance Appraisal ( Differences). (n.d.). YouTube. https://www.youtube.com/watch?v=iVYZI8A29P4
Jones, D. (2016, October 29). How ongoing performance management benefits the employee and the business. Blog.SHRM.org. Retrieved November 19, 2022, from https://blog.shrm.org/blog/how-ongoing-performance-management-benefits-the-employee-and-the-business
D2.) Monique Simmons
Effective feedback is critical for both the employee and the organization. Most employees believe that feedback from their managers is constructive criticism of their work attitudes and actions. It is also vital to remember that it includes recognition and appreciation for hard effort, accomplishments, and a positive attitude (Heathfield, 2003). Manager feedback increases job performance by motivating employees. Feedback from supervisors assists employees in determining what they do well and where they need to improve. It also directs them by pointing out indicators and informing them of their progress toward organizational goals. Employees are more confident in their most critical duties as a result, and they are more driven to improve.
Furthermore, feedback increases employee interest in their task. It is generally up to the employee to perform their best. This refers to how hard that individual works to assist the organization in meeting its objectives. Employees are more likely to be receptive to change, confident, and happy at work when employers and employees can communicate effectively with one another. Feedback also increases staff innovation and morale. People do not work as hard when morale is low, and vice versa. Feedback lets employees feel known and valued, which helps them maintain a positive attitude at work, even when things are difficult. It also encourages people to come up with more inventive ideas and solutions.
Dealing with people who have various personalities and responsibilities can be difficult at work. Taking immediate action is one technique to deal with poor performance. Managers must talk to staff in a positive and effective manner if they need to execute their duties better. Managers should address performance concerns and make changes as soon as possible when staff needs to do a better job (Heathfield, 2012). Managers should also define clear goals for their team to promote communication and trust, monitor progress toward those goals, and provide coaching sessions regularly. Development planning is also necessary to promote employee engagement, corporate performance, and worker output. A development plan assists managers and staff in determining what activities can be made to improve results (Heathfield, 2004).
References
Heathfield. (2003, January 17). How to provide feedback that helps employees improve. LiveAbout. https://www.thebalancecareers.com/provide-feedback-that-has-an-impact-1916642
Heathfield. (2004, May 2). Performance development planning (PDP). LiveAbout. https://www.thebalancecareers.com/performance-development-planning-1916761
Heathfield. (2012, September 1). How to manage an employee whose performance is a challenge? LiveAbout. https://www.thebalancecareers.com/managing-employee-performance-challenge-1917609

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