Performance Management Initiative

Performance Management Initiative Significance of Performance Management Initiatives It is known that the performance management is having importance for the both, the employers and the employees. In relevance, employers having the implementation of the performance management system results in having the adequate understanding regarding the effectiveness of the employees contribution to the achievement of the organizational objectives. Kuvaas, Dysvik, Buch (2014), stated that the presence of the effective performance management system enables the HR managers to evaluate the levels of the employee contribution, based on which the changes are considered, either through training and learning development, or analyzing the gaps, in the performances, which can be filled with motivational practices. The integration of the performance management initiatives is perceived as the influential practice. It is mainly because the presence of either of the initiatives reflects the presence of the transparency in the working environment for the employees and the organization contrib ution for their betterment and increasing their value, serves as the motivational attributes Belogolovsky Bamberger (2014). Therefore, through employee performance management, the organizations not only sustain the employees productivity but also structure the directional paths for their future growth. Performance Management System and the Initiatives In concerned with the MiningCo, isolated location and circumstances of working, also involving the frequent traveling, will consecutively result in the de-motivation of the employees or might result in growing number of the employee quitting, overall resulting in the decrease of the organizational productivity. Thus, it is perceived that MiningCo is having the critical need for implementing the performance management and initiative program. According to He, Zhu, Zheng (2014), in order to achieve the superior organizational performance, the major role is played by the employee engagement and devotion, towards the task performance. Therefore, the presence of the performance management system will support in improving the employee productivity, which is reflected in the outcome generated. Also, the improvement of the employee morale, which is built through time to time performance feedback and appraisals, or the rewards employees received based on their contributions. It is also percei ved that the consideration of the performance initiatives, also effectively contributes to the retention of the loyal and skillful employees, efficient for the mining operations, resulting in the increased profitability. Further, the performance management in the isolated mining location can also be sustained through the effective communication. Pulakos, et al (2015), explained that the performance management is a significant communication, which occurs between the managers and the employees, arriving together at the objective point, through engaging the participative behavior. It is perceived that in order to sustain the morale of the employees participative leadership will be required, which indulges motivational gains, through welcoming the inputs of the employees in the decision-making levels. Further, in accordance with the Maslows Hierarchy of Needs theory and pyramid, the presence of the participative communication among the managers, achieves the belongingness and the love s tage (Jerome 2013). However, perceiving the criticality and distinctiveness of the human behaviors, the major issue is that all the employees are not having the similar intrinsic or extrinsic motivational grounds (Ajmal et al. 2015). The level of the physiological needs, such as the water, food, shelter, etc are often covered through the income distribution, but in the case of retention and achieving the strengths for the future growth additional initiatives are significant, while taking into account the employee behavior identification and understanding is mandatory. Hence, it is perceived that apart from the positive feedback, effective communication, and participative leadership, employees working at the isolated mining location, also requires the achievement of the safety and security, the self-esteem development, and the self-actualization levels. Iverson Zatzick (2011), asserted the frequent feedback from the manager within teamwork, delivers the perception to the employees of being valued, consi dered as the morale-raising investment. Moreover, either the intangible or the tangible, such as the appreciations through certificates, medals, or the financial rewards, also develops the valuable perspective for the employees, motivating them to invest more of their hidden and polished skills. However, considering the critical work description in the mining field, the employees might prefer the financial incentive, as the major motivational initiative. Belogolovsky Bamberger (2014), based on the financial incentives, suggested the use of the direct cash bonuses, medical insurances, or the initiation of the retirement plan, or the profit sharing plans, which provides the employees with the future stability. However, it is critiqued that the financial initiatives only work, when combined with the verbal appreciation and the recognition value. Recommendations Under the developed perspectives, generated through the theoretical implications and based on the practical environment analysis of the working at the isolated mining location, it is recommended that the location requires the integration of the motivational performance management system. It is because of the frequent traveling and the criticality of working in the mining fields results in the stressful conditions, which might decrease the intrinsic motivational circumstances of the employees, resulting in increased efforts to be invested in the employee retentions. Further, in regards to the performance initiatives, it significant to sustain the employee interest, based on which the financial initiatives, such as the quarterly or the annual bonuses, the medical insurance, profit sharing or the retirement plan is highly required. The major rationale behind the integration of these initiatives is to enhance the employee morale, through maintaining their intrinsic and extrinsic motivati onal factors, which is supportive for the organization productivity. It is mainly beneficial for the organizational performance, while on the other hand, it will not only enhance the employees skills and their future career growth but will also support in positive decision making for moving forward. Case Two: Staff Rotation Retention Issues Criticality in Single Entity Operations Leisenring et al (2012), defined single entity business operations, as the separate out departments, subsidiaries, or any of the business unit, for which the financial information is reported to the parent company and to the operational legal agencies. However, in the current era, in which the businesses are widely expanded, the single entity exposed to the major issues of external threats, and requires, adequate environmental management. The similar are the circumstances, reflected by the provided case. Iossa Martimort (2012), explained the rationale behind corporate perceiving the use of single entity operations, stating that through the single entity business structure, the risk allocations are effective, the operation costs remain low, and also include certain legal benefits. Nevertheless, in relevance to the Economic Theory, it is also reflected that the engaging of the single entity, in the present initiates the controlling and decision-making issues, for the managers; while o n the other hand, it makes the responsibilities of the managers, difficult for protecting the business assets (Foss, Foss, Nell 2012); (Ellis 2016). Therefore, it is perceived that although having certain benefits, the single entity business operations are comparatively having the critical issues, such as the protection of the operations and the business assets, the control management, the less staff rotation, and the criticality of decision making. Under similar consequences, the single entity operations at the isolated locations are also having the external threats, which are pressurizing the internal management of the skilled workers. The major issue at the MiningCo. single entity regions is the presence of the limited number of employees, which is mostly managed through the number of fly-in and fly-out, however, overall increasing the complexity in the staff rotations. Further, another complication is the growing exposure to the terrorist threats, such as the presence of the ISIS in the Middle East regions. In addition, the economic crisis of Greece, are further acting as the major de-motivational consequences, which are potentially provoking the senior executives to quit from the company. Altogether, for the MiningCo, it will create the drastic impact, as the continuous threatening will result in the inefficient decision making, loss of the control, and the emergence of the retention complexities. Nevertheless, under such c ritical circumstances, the corporate is not having the significant control on the external threat reductions, however, the motivational rationales and the employee retentions can be considered at the prior level. The Motivational Attributes Retention Policies Van De Voorde, Paauwe Van Veldhoven (2012), stated that the considering the significant concept of motivation is associated with the number of factors, which the companies considers and integrates, in order to either obtain the satisfactory levels of the organizational performances or in order to manage the critical issue occurred. It is evaluated that for integration of the motivational options, the development of the motivational strategies and its planning is critical, as the human behavior and understanding of the motivational aspects are distinctive. Further, if the company is previously having financial incentives, as the major motivational factor, the major issue will be satisfying the employees on the new motivational grounds (Kehoe Wright 2013). In the light of the Maslows Hierarchy of needs, the major issue at the MiningCo is related to the ineffective management at the isolated location, that is reflecting the absence of the physiological and the safety motivational fact ors, which are having the potential impact of the external threats and the absence of fundamental employee retention policies. Under such circumstances, the corporate can consider the initiation and distribution of the potential security plans, not only provide the monetary safety for the employees, such as the profitability share or the retirement plan but the environmental security, which can develop the perspective of working in the secure environment. In accordance to the Hawthorne Effect, the change in the physical working environment, such as through lightening effects, the safety and security systems, or the comfortable working and break hours, results in increased employee productivity (Miller Cockrell 2015). In addition, Twemlow (2012), revealed that generally in the economic crisis the leaders or the managers, get engaged with the one-sided focus, taking organizational pressures. However, it is more effective to actively engage with the employees, involving the support and feedback mechanism, which results in the positive impact on the employees, signifying the attribute of value, and hence, resulting in increased productivity. Similarly, perceiving the financial motivation critical during economic crisis, employees motivation and their retention can be practiced by rewarding the individual contributions, increasing the attribute of recognition in the working environment. Recommendations For the MiningCo, the two of the major issues, faced by the entity, mainly include the isolated workplace environment and the outside security threats. In order to overcome this, the recommended option is given in the light of the Maslows hierarchy of needs, whereby, the entity needs to focus on the physiological needs of employees. It is the second most important need of employees, that they want security at their workplace, and in their job, from the inside, as well as, the outside threats. Otherwise, such the security threats disrupt employees, in fulfilling their duties, and put unnecessary pressure on them, leads decline in the level of productivity. The second recommendation is provided to MiningCo, in the light of the Hawthorne Effect, that suggests that employees want the attractive working environment, group involvement, appreciation and attention of the management. Such the factors have importance, more than the financial incentives, provided to the workers, mainly in the times of economic crisis. However, while making isolated sites of the company, it causes separate the workers, through the other sites, as well as, the head office. Hence, it needs to develop the innovative working environment, through installing hi-tech lightening and the safety and security systems. Further, the communication and coordination, and the feedback, among the different sites, are required, which will not only result in the requirement of the staff rotation but will develop the integration of the activities of the members of different sites, generating efficient productivity. Last, in regards of considering the economic crisis in Greece, it is recommended that the MiningCo, isolated fields, should implement the individual reward perspective, along with the above-articulated recommendations. In case, the workers can be provided with the monetary rewards, such as discount vouchers, a gift or the complementary box, etc. However, the major criticality, which is to be considered, is the behavioral perceptions of the senior executives, analyzing the factors of their motivation, and hence, designs the motivational and the retention packages. Case Three: Crisis Management Team According to Vaiman Collings (2013), the Crisis Management Team is structured, in order to provide the support to the organizational management through reducing the level of the issues, which may reflect during the crisis time frames. Hence, below is the description for the need of structuring the CMT at the MiningCo, covering the increasing risk of talent management, knowledge transfer, and the employee retention. The Substantial Talent Gap Under my evaluation, the MiningCo, individual site, has impacted by the major talent gap, prevailing in the industry. It is identified that the employee retention is becoming difficult, while on the other hand, the workers talent pool, is shrinking in number and the productive skills, as the older generation, is either retiring or leaving the organization, taking the profound pool of knowledge and experience. Hence, it is perceived that within no time, the transfer of the adequate knowledge and the learning of skills will become non-existent. In addition, forming the collaboration, with the external learning and training schools of the mining industry, will require the additional investment and the long time durations, hence, making the worker shifts adjustments difficult. Therefore, in concerned with the substantially growing talent gap, I consider the development of the Crisis Management Team is the appropriate option, as for certain time, it will control the employee retention and the sustains the motivational grounds, based on which the talent gap generated will be recovered. Team Structure and Function The team structure of the Crisis Management Team (CMT), will be similar to the organizational structure of the MiningCo, under such circumstances, the employees will be having the adequate understating of the knowledge inflow and transfer and communication, exhibiting effective familiarity. Moreover, the structured team will act as, or resembles the structure and the functionality of the Regional Emergency Management Team. The selected members of the team will act as the knowledge and the support provider at the emergency sites, sharing their experience and the skills with the less experienced or the newly employed workers. The team will also be responsible for managing the specific region issues and the overall impacts, through effective communication with the workers, analyzing and discussing their concerns. It will also function, as the training personnel for the specific site region, developing the training agenda, the scheduling of the groups, and analyzing the aftereffects of t he training sessions, while also providing the active and spontaneous participative feedbacks. In addition, the leader of the team will be elected through the mutual consent of the potential stakeholders, generated through voting practice, and the leader, referred as the Regional Crisis Manager, is entitled to integrate the transformational and the participative behavior. Selection Criteria Referring to the selection criteria for the CMT, the most appropriate and the skilled members will be considered, comparatively having the valid and the significant experience. The skilled criteria will be developed, including the qualification bar, the presence of all the skills required, and the years of experience, additionally taking into account the past evaluations of the members of the crisis management. Further, the current employees, having the critical thinking ability, for analyzing the coming challenge and the ability of spontaneous decision making will be selected. However, it is considered that most of the senior executives will be positioned in the CMT, as it will act as the value for them, proving them with the substantial responsibility, while also covering the effectiveness of retention. Further, the member will be appointed through different regions, in order to perform the effective mechanism of the staff rotation, providing the opportunity to the members for revi talizing their skills and the motivational level. Team Format The positions within the CMT includes, the CMT (Regional Crisis) Manager, the Human Resource Advisor, and the two of the immediate HR training, retention, and strategic reporting officers, the Environmental Evaluator and the Advisor, responsible for analyzing the chances for the emerging crisis, through evaluating the internal and external environment. The position will also contribute to planning and decision making, coordinating the planned implementations, training needs, and scheduling, and updating the incident plans, in order to mitigate the threat of the uncertain or certain challenges. The Crisis Management Advisor will support the functions, through approving the decisions and the changes required, by taking into consideration, the legal, financial, and employee productivity and concerns. The CM Advisor will also be responsible for assigning the tasks or the changes in the regional operations. In addition, the Subject Matter Experts will be selected, for assisting the CMT Ma nager, the CM Advisor, and the HR training personnel, as needed. Reward Strategies The crisis management is the crucial responsibility for the employees, as it requires highly attentive behavior and the adequate and spontaneous decision making, which also results in the increase of the workload and the stress. However, under such circumstances, I perceived that major role will be played by the CMT leadership, that is the CMT Manager, high responsible for initiating and encouraging the effective communication. Hence, the employees will understand the value of their presence, resulting in holding of the motivational impact. Further, the feedback generation on the certain intervals will also exhibit the sense of recognition and responsibilities. In addition, as discussed earlier, small monetary rewards shall be provided to all the team members, such as participating bonuses, additional paid leaves, or either the certification for CMT skills, etc. In regards of overcoming the crisis of the continuous decline in the presence and the transfer of the adequate knowledge an d the learning of skills, the HR managers can be provided with the technological systems, for managing their responsibilities, resulting in decreased workload, through presence of hi-tech systems, under the influences of the innovative technology strategies. Further, the senior executives, considering leaving the organization should be hired in the CMT, exhibiting the staff rotation, and assigning them the role of the training leader, will provide them with the additional recognitions, as their service and experience will be transferred and recognized.

Reversals :: essays papers

Reversals "Youth is wasted on the young." And "if I only knew then what I know now!" In my teen years I couldn't be bothered with trying to understand those cryptic phrases; didn't I already know everything I needed to know? I never dreamed that the decisions I made in my relatively youthful years would have such an impact on my future. I always felt that I would never look back upon my life and say "I wish I had taken more time in considering my choices." But I have found myself doing just that. If I were able to rewrite history, I would pick a different career when I reenlisted in the Army, I would seek out opportunities to enhance my future job options, and finally, I would have done better while in high school. To begin with, it's understandable that I wouldn't know what I was getting into when I first enlisted into the Army. But when the time came for me to reenlist, I knew to research my options better than what I really did. Instead of choosing a new career in the Medic Corps like I knew I should, I elected to keep the same job. Given a second chance, I would choose to be an X-ray Specialist. After I graduated my class, I would take the Florida State certification exam so I could become licensed to work in Florida; by the time I completed my second enlistment, I would have developed very marketable job experience. Secondly, I would have gone to college more while I was in the service. As I've just begun the long walk toward my goal of a Bachelors Degree in Criminal Justice, I can't help but kick myself for not starting sooner. The military pays for seventy-five percent of a college course; after paying my tuition last term, I realized just what a great deal that really was. I also would have taken all the medical correspondence courses that the Army offers. While the courses aren't of much practical use, the points earned for the completion of each course helps greatly when trying to get promoted to Sargent. Instead of just coasting, waiting for opportunity to come knocking, I would go out and tackle that elusive rascal by the ankles. Finally, if I could do it again, I would do better in high school. As a teenager, I was tired of school; I felt I already knew everything I needed to know to carry with my life.

Getting To Yes

I played the part of the agent for this exercise and Chloe played the role of business manager. In this case, I was trying to negotiate a deal for Sally Soprano. Basically my job was to make sure that she got the lead role of Norma. Sally did not care how much she was going to get paid; she just wanted the role because it was going to revitalize her career. This lead role would then give her momentum to get into different mediums such as movies and television.Right off the bat in the negotiations I tried to separate the person from the problem. Instead of coming right out and telling Chloe that I wanted this, this, and this, I asked her about what she thought about Sally and how she might affect the show. I also asked her about what she felt about having Sally be the lead performer instead of telling her how great Sally would be for the part. I wanted to make sure that we talked about all of the outstanding issues at hand before we even started negotiating about who get what in the s ituation.While I was using this technique I felt that Chloe was becoming much more comfortable with my approach and me. Instead of putting her on the defensive and guarding her position. I felt that she was much more willing to work with me and cooperate on the negotiations. It worked because in the end I feel like we came to a deal that worked very well for all parties involved.I remember Chloe using the technique of generating options for mutual gain. So my main goal we discovered was to make sure that Sally Soprano could have enough publicity that would launch her into tv and movies. Chloe wanted to make sure the theatre could sustain itself and stay financially viable. So we exchanged many different ideas about how we could both mutually benefit from each other. We discussed profit sharing and different ways to split up the money. I had to relay to Chloe that Sally Soprano was a veteran who could guarantee a great show/ performance. Yet Chloe was hesitant to want to sign such an ageing star, this lead to some conflict.A part that I could have used more would have been focusing on interest and not so much on positions. I tried to stay open and accommodating yet I had to hammer home the fact that Sally needed to get the lead role and there was no other way around it. This may have led to some roadblocks in out bargaining and may have been a poor choice on my part. Yet in the end we decided on Sally would get the main part for 18,000 and would be guaranteed three additional shows in the future to ensure that she got the kind of exposure that she wanted.As a person who is new to the GTY method of negotiating I think that separating the people from the problems is the hardest part of negotiating with this new technique. Some people are hard wired into thinking that they must fight for what they have to get and are on the opposite team as the other person. Yet I feel like what GTY teaches most is making deals the benefit both parties involved. Which in the end i s what both people want.

Essay on Search for Atonement in Khaled Hosseini’s The...

How, after years of guilt, self-disgust, and deception, is it possible for one person to become good again? Entrapped in a cage of cowardice for so long, can they ever develop and grow as a normal human being? Amir, the anti-hero in Khaled Hosseini’s The Kite Runner, seeks to answer these questions in his own search for atonement through various existential events in his life. Amir’s misadventures begin as a boy living in an affluent Afghanistan world. On the day of his birth, his mother hemorrhages to death. Robbed of any feminine influence or comfort, he goes to his overshadowing Baba for love and acceptance. His father denies his only son the tenderness he desires, leading Amir to believe his father despises him. After all, Amir’s†¦show more content†¦As he leaps after the kite, he yells, â€Å"For you a thousand times over!† over his shoulder (Hosseini 67). While chasing down the kite, Hassan runs into Assef. Assef demands the kite as payment for previous embarrassments, but after Hassan refuses, Assef decides he will take something even more precious from him. At this point, Amir comes looking for his best friend and his trophy. He witnesses Hassan getting raped and quietly slinks away, not brave enough to protect his protector. Worse, Amir never acknowledges the incident, wounding Hassan deeper than any physical abuse. Ashamed of himself and his cowardice, Amir decides that the best way to be rid of his guilt is to make Hassan leave. He plants money and his watch under Hassan’s mattress with the hope that Baba will throw the thief out. Baba forgives Hassan, but Hassan and his father decide to leave anyway. Amir and Baba eventually leave Afghanistan as well, forced out by the Russian invasion of their beloved country. Everything he does at this point proves that he truly loves Amir; he sacrifices his wealth, business, and life to bring Amir to the safety of the United States. In response to this new country, fill ed with new people and languages, Amir and Baba’s relationship drastically transforms. Before, Baba was all powerful and knowledgeable, but now, Amir guides his father in the American way. Nowhere is this more evident than when Baba vandalizes the Nguyen’s store after they askShow MoreRelatedAtonement and Redemption, the Cure to Sin (Kite Runner)1372 Words   |  6 PagesAlex DaPonte Mrs. Gill College English March 27 2012 Atonement and Redemption, the Cure to Sin Sin will always be part of humanity, but the atonement of those sins is what matters in the end. What changes is the severity of the sin and the lengths one has to go in order to atone for those sins and redeem one’s self. In Hosseini’s novel, The Kite Runner, guilt, atonement of sins and redemption all show that no matter what a person’s sin may be, he or she will always be able to atone for thatRead MoreThe Kite Runner By Khaled Hosseini1141 Words   |  5 PagesThe Kite Runner, a novel by Khaled Hosseini, is a story about a Pushtun boy who experiences a life full of guilt after consciously betraying his best friend. Several minor characters serve dramatic roles that contribute to the development of the novel. These supporting characters include Rahim Khan, Soraya, Sohrab, Sanaubar and Assef. Rahim Khan serves as a mediator and liaison between Amir and Baba throughout their life in Kabul. Rahim Khan divulged the veracity regarding Hassan’s true fatherRead MoreCritical Analysis Of The Kite Runner 1899 Words   |  8 PagesCritical Analysis of The Kite Runner â€Å"It may be unfair, but what happens in a few days, sometimes even a single day, can change the course of a whole lifetime†¦Ã¢â‚¬  (142). Khaled Hosseini’s The Kite Runner unfolds the story of the affluent youth Amir and his servant friend Hassan, who are separated by a traumatizing sexual assault and the 1979 Soviet Union invasion of Afghanistan. Despite a fresh start in San Francisco, Amir is devoured by guilt for failing to protect his loyal friend. Many years later