Meanwhile, (Coto & Miners, 2006) stated that The evaluation of the performance in a dynamic process should seek to foster human resources at all levels of organizations; therefore to practice philosophy and new evaluation approaches in practice and work, it is necessary to from new and serious evolution and the evaluation of performance should have the prevailing attitude toward staff development through principal programs for them. Furthermore (Aghdam & Mahjoub, 2013) has stated that one of the most important organizational strategies to effective use of organizational resources in each organization is to evaluate employees’ performance and accurate evaluation of the performance is very important in order to maximize their effectiveness and efficiency in
Organization plan analysis: The organization specifies its objectives and plans, taking the organization policies, technology, marketing, finances, expansion strategies and productivity into consideration to establish its planning achieving long or short term objectives. 2. Manpower forecasting: Most organizations, and IKEA for one, determine their requirement of personnel, skills and talents needed depending on sales and productivity. 3. Assessment of manpower gap: When IKEA determines whether there is deficit or surplus in future human resource planning whereas deficit implies the number of personnel required and surplus implies the termination of employees.
They may feel like their talents are not valued and they might become discouraged and quit. The necessary information regarding the job description should be provide as inadequate information about skill requirements that are needed to fill a job may result in the hiring of either under skilled or overqualified workers. The HR department specifies job requirements and hires them and workers should be tested for the appropriate qualifications. A suitable job requirement and job analysis would aid to overcome this problem. Another element that leads to higher employee turnover is poor working conditions.
as an appreciation of the investment (Noah and Steve, 2012). Carpeter et al. (2009) identified a number of factors that would influence employees’ work attitude, including personality, perceived organisational fairness, work environment, job relations, job characteristics, psychological contracts, and stress. A study by Ahmad et al. (2010) found that work attitude of employees has a positive impact on job satisfaction, which would lead to improved moral and performance in the workplace.
In addition, global job insecurity means workers concern of the possibility of losing jobs in the nearest future while the multidimensional job insecurity has to do with evaluation of workers’ perceived threat on losing a job or job features such as reduced pay or other job incentives. No matter the form it takes, job insecurity involves an uncertainty and fear about the future and therefore a stressor. To further expatiate this a model with four ways of viewing job insecurity is given as follows (a) “Job insecurity is a state of public awareness”—that is, a high level of unemployment in the community. (b) “Job insecurity at the company level”—is witnessed when a company faces instability in the economy. (c) “Acute job insecurity at the individual level” is often experienced when there is an obvious fact that there will be job loss.
To be more specific, the three main causes of stress refer to career, relationships and health-related problems. First of all, working and learning plays an important role in our lives, but we also are major causes of stress. Industrial development in this era together with high competitiveness among companies led to a significant increase in the workload of the employer and the employee. They have to choose between standing idle or high pressure. Unfortunately, these two causes negative feelings, which we often call "stress".
From a talent management perspective, more employers need to recognize the talents of their employees and put in place an effective training and development programme to get the best out of their workforce. Have expressed employer branding in terms of five values like Interest Value, social Value, Economic Value, Development Value and Application Value that attract prospective employees. Holtzhausen, L., and Fourie, L. (2009) conceptualize a model representing the impact of corporate identity management on managing relationships with employees in organizations. This research paper contributes to the knowledge regarding corporate identity and relationship management. It specifically takes a part of referring communication with internal stakeholders regarding corporate identity with the aim of relationship
This made the employee value the work he was doing hence creating value for the company. We were investing in our staff hence we had less turnover. In my opinion reward and recognition programs can be improved by creating a performance measurement framework which measures the impact of your reward and recognition program hence letting us know if the award has motivated or helped in any way. The next stage would be to conduct surveys so we gain qualitative feedback from employees. Also have focused group discussion and feedback sessions with employees which will help us understand what the employee feels and how we can motivate them further.
It is important to offer improvement opportunities, such as training seminars, mentorships or classes to employees desiring to improve their performance appraisals. Staff performance reviews help to recognise and value team members, clarify their roles and identify training and development needs. Performance reviews also help to create a culture of open communication in business. A manager can use performance reviews to find out if staff members are meeting the expectations of their job descriptions and reward staff for bringing value to your organisation. Workplace relationships normally prosper in a culture that recognises achievement and values accountability, use review processes to evaluate performance address inferior performance and reward
Despite that, managers whom remains may fear of losing their jobs and will reduces jobs securities. Plus, delayering may results in outsourcing of some functions where manager responsibilities are much bigger and they have to bear all the burden themselves. Not only it will increase the levels of stress, the outcomes and decision making may not be as good quality as when working with more people. The article reviewed that the impacts of downsizing and delayering process on managers, first and foremost is related to managers ability to develop and grow in the organisation. Followed by, how managers encompasses their roles and treatment on other employees.