هشام حلمي شلبي
11-18-2008, 10:34 PM
Table of Contents
Page
1. Introduction 7
2. Employee Resourcing and Assessment 9
2.1. Approaches of Human Resourcing 10
2.2. Methods of Recruiting 11
2.3. Assessment 12
2.4. Case Study 13
3. Motivation 14
3.1. Overview of Motivation Management 15
3.2. Methods of Motivation 16
3.3. Case Study 17
4. Performance Management 18
4.1. Overview of Traditional Performance Management 18
4.2. Contemporary Performance Management 21
4.3. Case Study 22
5. Reward Management 24
5.1. Overview of Reward Management 24
5.2. Types of Rewards 24
5.3. Case study 28
6. Conclusions and Recommendations 29
7. References 32
1. INTRODUCTION
The contemporary western management theories were evolved and developed over the past two centuries. Personnel management, a branch of management science, was started recently as to say during the twentieth century. A lot of attention has been given by management thinkers and psychologists on the subject during its evolution. Maslow,
Mc Gregor, Elton Mayo to mention a few.
There are three general philosophies of personnel management (Herzberg, 1968). The first is based on organizational theory, the second on industrial engineering, and the third on behavioral science.
Organizational theorists believe that human needs are adjustable to specific situations that the major function of personnel management is to be as pragmatic as the occasion demands. Industrial engineers hold that humankind is mechanistically oriented and the goal of personnel management therefore should be to prepare the most appropriate incentive system and to design the specific working conditions in a way that facilitates the most efficient use of the human machine. Behavioral scientists focus on group sentiments, attitudes of individual employees, and the organization’s social and psychological climate. Their belief is that proper attitudes will lead to efficient job and organizational structure. There is always a lively debate concerning the overall effectiveness of the approaches of organizational theorists, industrial engineers and behavioral scientists while all have been contributed much to the personnel management.
Human resources management (HRM) is an organization’s integrated use of systems, policies and management practices to recruit develop and retain employees in order to meet its desired goals.
The objectives of this examination project is to choose at the least four themes in relation to the management of human resources and to discuss each of them in depth.
Accordingly the four topics selected in this assignment are:
1) Human resourcing and assessment,
2) Motivation
3) Performance Management
4) Reward Management
These four topics are not the only important pillars of personnel management, but they are the most important of all. They have been selected to be our base subject for discussion because of their significance and cause and effect dimension in management process cycle. The following diagram demonstrates the inter relationship and correlation of the four topics:
(Cycle of Efficient Resourcing and Retaining System)
The approach used in this study is to discuss the theoretical models and approaches of each theme and to relate them with some recent relevant real-world examples. The assignment ends with some conclusions and recommendations based on key points discussed.
2. Employee Resourcing and Assessment
Human resourcing took different dimensions over the past period since the evolution of personnel management theory. First it was called as Industrial relations and then it was developed to staffing.
After recognizing the difficulties of traditional management especially in its mechanistic and inhuman nature, new attitudes and approaches characterizing human elements gave rise to a new title Human Resources management (HRM) and within its framework the term, human resourcing and assessment represents all the functions related to recruiting, selecting and maintaining the human resources of a corporation.
A survey revealed that two and a half years is now the average time an employee spends in one job. This is the generation that pursues job fulfillment over wage reward and is most likely to “job-hop”. This trend is more with 25 to 34-year-old age group. The result is high staff turnover. It is self-evident from a financial perspective as figures suggest that it costs up to two and a half times an employee’s annual salary to recruit and train them. If they leave within two years, the organization is not getting a yield on its investment.
So the major challenge of HR department is how to find and retain the best staff. The solution for this dilemma is to have an effective human resourcing and assessment system.
According to the latest thinking and practice, the term human resourcing and assessment denotes the set of business processes to recruit, select and retain the required workforce for a corporation.
2.1. Approaches of Human Resourcing
It is critical for success in today’s economy – Getting the right people for the job.
Two approaches to hiring are the Selection approach, Placement approach
Selection approach: Under this approach, specific selection criteria are developed. Individuals being considered for the positions must adhere to these criteria.
Advantages of this approach are:
• High standards (i.e., the best candidate for the position should be hired).
• Employee understanding of expectations of the organization.
• Predefined basis for performance evaluation and feedback to the employee.
Disadvantages of this approach:
• Lack of flexibility in the hiring process
• Possible rejection of highly qualified applicants on grounds that they do not meet the specific criteria
• Difficulty in filling the position in a tight labor market.
Placement approach: With the placement approach, the best people are hired without regard to specific job criteria. These employees are then fit into the organization.
Advantages of the placement approach:
• Effectiveness in a tight labor market
• Employee flexibility in job expectations
• Facilitation of participative management.
Disadvantages of this approach:
• Ill- suited match between employee and position
• Necessity of additional training.
• Failure of employees to fully understand expectations.
• Legal problems resulting from a perceived bias in the hiring process.
2.2 Methods of Recruiting
Recruiting of employees can be accomplished in two ways; internally, and externally.
Internal recruiting occurs when an organization fills a position with a person already employed by the organization. The methods of internal recruiting include: word of mouth, posting of job opportunities in the companys’ notice board, intranet, and referral programs. Also by recommendations of supervisors, company records search, or including a human resources audit.
External recruiting occurs when an organization fills a position with an individual who is not already an employee. Methods of external recruiting include media advertising (print & electronic media), word of mouth referral, publishing in internet/ company website, by recruitment / employment agencies, campus visits (for student recruitment) Union referrals
This recruiting process incurs cost and time in assessing and evaluating the right candidate, further to train and orient him.
2.3. Assessment
Staffing assessment tools are that range from simple pre-screening questions asking about salary expectations and work ability to complex ”talent measures” that assess candidates’ underlying motives, traits and skills .
Well designed staffing-assessment tools predict job success with greater accuracy than traditional employee-selection practices such as resume reviews and unstructured interviews. This increased accuracy can have big impact on organizational performance and can provide big savings as result.
The following is the list of most common type of staffing-assessment tools (Handler, 2002):
Qualification screens, structured interviews, job simulations, knowledge and skill tests, talent measures, culture fit and value inventories, background investigations, and integrity tests.
Any single method is insufficient to provide a comprehensive evaluation of an individual strengths and weakness. Since each tool offers a different perspective. In general, using different staffing-assessment tools will lead to better hiring decisions than relying solely on one or two types of tools. However, using a number of assessment tools increases the time and cost involved in evaluating candidates. The most effective selection systems tend to use multiple assessment tools in a linear fashion, with the most inexpensive and least time-consuming being used first. Candidates move to later step in this process only after they pass the assessments in the previous steps.
2.4. Case Study
2.4.1- Macy Department Stores in US
The case study is extracted from Workforce Management (Handler, 2002):
Brian Fuller, formerly a director of security administration for Macy’s Department Stores and currently a vice president at Avon Consulting’s Retail Practices narrated the following case:
“Macy Department Stores screens out approximately 5 percent of potential hires through background checks. These background checks often indicate that a candidate has previously stolen from another Macy’s or Federated department store. In one instance, an employee at Macy’s was incorrectly hired because the background check was not conducted appropriately. This single hire resulted in more than $1 million worth of lost revenue due to theft and subsequent legal and security fees. The employee would never have been hired “.
This case illustrates that by using well-defined hiring tools, organizations avoid catastrophic losses associated with poor hiring decisions.
2.4.2 Outsourcing Solutions, St.Louis, US
This case study also is extracted from Workforce Management (Gale, 2003):
Outsourcing Solutions, Inc (OSI) is a provider of debt-collection services with employee strength of 80,000. When the economy was booming a few years ago, staff members at OSI were forced to hire almost anyone who walked through the door. There was no real screening process for debt collectors at the company’s call centers, says Clay Boyles, regional human resources director. As a result, skill levels posed by the new recruits were often minimal. The result: Staff turnover was a whopping 222 percent.
HR director Boyles went looking for a tool to reduce the high staff turnover. He selected Spherion Assessment Services to develop a custom pre-employment test for all of the call centers. Spherion’s psychologist interviewed the company’s top and bottom performers and created an online assessment test that evaluates candidates on five established competencies for service rep and supervisor roles.
“The test was a godsend”, Boyles says. It helped hiring managers weed out applicants who would most likely perform poorly or quit in the first 30 days, which made it a valuable investment, he says. And he has the proof that the tool is paying off. In the two years since it was implemented, turnover has dropped to 117 percent during a time when company more than doubled the number of service reps, from 700 to 1,800, and added two call centers. Boyles estimates the savings related to the assessment process to be a million dollars per year.
This case study shows the value of assessment process as cost-cutting tool.
3. Motivation
There are many theories discussing the motivation aspect and practices in management. In this chapter we will look at different views and some applied examples..
3.1. Overview of Motivation Management
Motivation is defined as the organized patterning of three psychological functions that serve to direct, energize, and regulate goal-directed activity: personal goals, emotional arousal processes, and personal agency beliefs (Ford 1992). It is also defines as the desire to achieve beyond expectations, being driven by internal rather than external factors, and to be involved in a continuous striving for improvement (Torrington at al, 2002).This research is looking at motivation issue of the employees in any organization, so a good first step towards understanding the best way to motivates people is to ask "What do people want from their jobs?" the answer might be, "Money" or "power" but really it is very difficult to judge because depending on our own individual values and beliefs, we are not all motivated by the same things to the same degree. Managers need to be aware that the things that motivate them may not necessarily motivate their employees. Therefore there different ways to motivate employees; the best approach depends on the circumstances in which the manager finds himself. One of the most important organizational goals of any business firm is the prophet maximization on investment by increasing productivity and by reducing production or service delivery costs. This goal, together with the competitive nature of global business today, has increased the importance of cost reduction and the delivery of quality goods and services. As a result, many firms have had to re-evaluate the effectiveness of their operations. Organizational effectiveness, defined as the extent to which an organization achieves its goals (Mullins, 1999), is largely dependent on the productive utilization of the machines, materials, money and people power in the production and delivery processes of firms. It is particularly important that the people power input of the production process of firms is effectively and efficiently utilized, as people to a large degree control the other input elements in the production process. In other words, firms need effective and productive employees whose job performance is at an optimal level to be able to achieve their organizational goals (Kopelman, 1986; Spence, 1983).
3.2. Methods of Motivation
There are many different methods to motivate employees, each one differ from person to another depending on the personality, expectations, and the needs of that person. What motivate one person may not motivate others. So each employee should be treated according to what may influence his behavior.
The different employees’ needs and expectations at work may be classified into intrinsic and extrinsic motivation (Mullins 2002):
Intrinsic Motivation: The psychological rewards, such as positive recognition, appreciation, social relationships, sense of challenge and achievement. All these can be derived from the nature of work itself, personal growth and development, and from the interest in the job.
Extrinsic Motivation: Tangible rewards, such as salary, promotions, security, fringe benefits, the work environment, and conditions of work.
Many people consider that money is important; it is the real motivator at work. So promotion will be the main goal of the employee to achieve the increase in money. Vroom explained that recognition for the employee’s work is an important as money, depending on each person believes. Herzberg argued that pay was not the motivator, and that job achievement, the work itself, the personal growth and the responsibilities at work are the real motivators (Ridley 1992). While Maslow’s hierarchy of needs theory suggests that human needs are arranged in different levels, physiological needs, safety needs, love needs, esteem needs, and self-actualisation needs (Maslow 1954).
Maslow’s theory has been argued in relating the theory to the work situation in many aspects:
• People may not satisfy their needs, especially higher level needs, just through their work. Their needs may be satisfied though other areas of life.
• People place different values on each need.
• Some aspects at work such as promotion may satisfy more that one level of the hierarchy.
• People in the same level in the hierarchy may be motivated in different ways.
• Job satisfaction may not lead to better work performance.
3.3. Case Study
3.3.1. Xerox Corporation-the leading photocopier manufacturer:
“Xerox current chairman and CEO Paul A. Allaire, believes “Our future depends on our ability to motivate and lead our people to create a new kind of productivity” (Nelson 1997)
Xerox Corporation believes that dealing with employees as an important part of the organization gives the employees the feeling of responsibility of performing better. They believes as well in challenging their employees and giving them the freedom to participate in the decision making process. They also build an organization where they pervasive learning and look at failures as learning opportunities. They use the success for the company’s improvement.
3.3.2. The Swiss Zurich Insurance Group, Switzerland (Nelson 1997)
This company used a strategy that gets its employees to participate by three different strategies:
1. Create a small-business atmosphere.
2. Decentralize decision making as much as possible
3. Become more customer-centered by developing expertise in customers’ business.
4. Performance Management
There are countless theories and methods available on the details of what we can call performance management. However, it is attempted in this chapter in a modest manner to discuss and analyze the traditional performance management system and its latest thinking and practice...
4.1 Overview of Traditional Performance Management
Performance management (Bacal, 1995) approaches are generally described within the context of Management by Objectives framework (MBO). While some writers discuss performance appraisal independent of such a framework. However many psychologists consider all these together as one practice, which is intended:
To measure and judge performance
To relate individual performance to organizational goals
To clarify both the job to be done and the expectations of accomplishment
To foster the increasing competence
To serve as a basis for judgments about salary and promotion
To serve as a device for organizational control and integration
Harry Levinson , a gifted psychologist noted that the “ideal” process should proceed in five steps (Levinson, 1970),:
1) Individual discussion with the superior of the subordinate’s own job description
2) Establishment of employee’s short term performance targets
3) Meetings with the superior to discuss the employee’s progress toward targets
4) Establishment of checkpoints to measure progress, and
5) Discussion between the superior and subordinate at the end of a defined period to assess the results of the subordinate’s efforts.
Levinson also emphasized that performance appraisal systems may fail if it doesn’t take employee’s aspirations into account.
Robert Bacal (1995) explained that there are many problems of these traditional performance management systems as follows:
Focus on Individuals: In a traditional performance management system, employees’ evaluation is based on the achievement of their standards of performance. Emphasis on individual achievement rather than team or corporate results. Hence, traditional performance management system by focusing on individual reduces an employee’s responsibility to the organization, and to activities that are “his or her job”. Modern managers are realizing that teams are important to the achievement of organizational objectives because many tasks are too large or complicated for one person to handle. So they encourage people to work in teams.
Focus on results: It assumes that if you focus on results, that you are much more likely to succeed. While results are important, an examination of the process required to achieve these results may be even more important. There is an increased understanding that problems related to organization have output are more often related to poor management of the systems or the WAY work gets done, rather than problems with the people.
Static job descriptions: Most job descriptions are limited to what employees do in their work. These series of statements do not adequately take into account the increasing interdependence of managerial work in organizations.
Objective standards of performance: It sets the standards of performance which are not always measurable and observable. The greater the emphasis placed on the measurement and quantification, the more likely the subtle, nonmeasurable elements of the task will be sacrificed. So they should be more subjective instead of objective.
Assumptions, not logical: Traditional performance management was based on assumptions that do not bear up under scrutiny. It just appears to be a logical, rational approach to organization‘s success.
Power imbalance: Superior’s judgment about the subordinate’s worth is counted always whether it is not fair or just.
4.2. Contemporary Performance Management
Performance management is defined as a joint process that includes both the supervisor and the employee, who identify common goals, which correlate to the higher goals of the institution. This process results in the establishment of written performance expectations later used as measures for feedback and performance evaluation (Davis, R 1995).
A simple chart depicting the performance management process could look as follows:
So, we can notice that performance management process fosters improved communication between manager and employees and hence achieve organizational goals and success.
4.3. Case Study
Motorala’s Electronics Plant in East Kilbride, UK
Motorola’s case study noted here was reported by Jane Pickard in the 06 Nov, 2003 issue of People Management, the online magazine of the Chartered Institute of Personnel and Development (UK), and now Motorola is included in the finalist of People Management Award.
East Kilbride is one of the oldest and biggest of Motorola’s manufacturing plants in its semiconductor products sector (SPS), with a highly skilled and stable workforce of 1,550. But three years ago, say in 2000, it received an ultimatum from its Group Headquarters. Motorola, like the rest of the electronics industry, had hit hard times and decided to reduce its world wide SPS operations from 28 sites of varying sizes to eight large ones.
Bill walker, general manager of SPS, told the East Kilbride workforce that the site was no longer cost-competitive, further investment was unlikely and manufacturing would be phased out – unless productivity could be turned round. In effect, the 28 sites were being made to compete for survival. In response, East Kilbride embarked on a series of changes to the management of people and processes.
HR director Fionnuala Barrie says: “Initially, we looked at obvious cost reduction opportunities and one was to change shift patterns.” Fewer shifts meant less time wasted on shift changes. Other major changes included a new appraisal system, the extension of performance pay to the shop floor and improvements to benefits.
Shift changes created resistance, partly. The second major change was to adopt Motorola’s new group-wide appraisal process, provided by the Personal Commitment IT package, which sites could adapt to their needs. East Kilbride introduced it to the whole workforce, including operators.
The process, which replaced traditional annual appraisals, is a quarterly review focused on personal development planning and driven by the individual, who has to recommend at least two work colleagues to provide comments. Because the dialogue is quarterly and covers external barriers of performance, while goals are based on a balance score card system, Barrie believes that the operation is now more responsive to change.
The introduction of the new system was supported by training for the entire workforce, with regular briefings for managers, and followed by the extension of performance-related pay to operators. Pay is now a complex system based on the mix of market-related increases and corporate, sector and personal performance, drawing on the results of the Personal Commitment review. So everyone’s pay partly depends on their colleague’s reports, while at the same time everyone is ranked in comparison with their colleagues. The result is that this new appraisal system has helped to push up the productivity,
and East Kilbride becomes one of the eight ‘winners‘among the 28 SPS plants.
Last year (2002), work was moved to there from three other sites. Finally, the workforce was confident about the future.
To sum up, this case study proves that performance management can be a constructive device or tool not only for organization’s success but also for its survival.
xx you make some effective points here
5. Reward Management
This chapter attempts to discuss and analyze various reward systems and their management practice.
5.1 Overview of Reward Management
The aim of any reward system is to liberate the will to work - and to motivate employees to perform at higher levels. Numerous studies have confirmed the potential power of rewards and recognition as the top motivator of employee performance.
There is more than one theory or method practiced in real-life situations. But, managers may take different courses depending upon the various factors governing the situation. Main factor is the beliefs and values of the manager himself. Other factors are the employee profile and his expectations, company policies, laws and regulations of the country.
5.2 Types of Rewards
Rewards have been classified by some personnel management authorities into three types for the purpose of identification and distinction. They are listed as follows:
(i) Formal rewards
(ii) Informal rewards
(iii) Awards for specific achievements and activities
5.2.1. Formal rewards
They are the corporate reward systems i.e., they are initiated and implemented by the company and they span for long time. “Formal” means they are predetermined. Such rewards are to formally acknowledging the significant accomplishments and they are most commonly used to maintain motivation throughout the organization. They are not instantaneous rewards like manager-initiated informal rewards.
In a recent issue of Personnel Journal, Philip C. Grant says that the corporate reward programs will be effective unless it is properly managed, and he suggested the following ways for management of corporate reward systems:
Tie rewards to needs: each employee has different needs. Reward systems must be flexible. If feasible, rewards should be adapted to each employee.
Make sure timing is proper. It’s best to schedule frequent presentations of rewards so that employees receive them shortly after the achievement being recognized.
Talk up the value of rewards. If managers show enthusiasm for a reward at the time it’s presented, they add to it perceived value.
Present rewards in a public forum Rewards are not meant to be presented in the privacy of an employee’s office. Schedule a special meeting for the occasion.
Don’t oversell rewards. Promote rewards, but don’t oversell them as the only tool for motivating the employees.
Some of the most popular formal rewards practiced by the organizations are:
(a) Multi-Level reward programs: Most companies have a combination of organization-wide programs to reward and recognize employees at different levels and for various achievements. Formal award programs include Manager of the Year; Leadership Achievement Award, Award of Excellence etc. Although such programs typically recognize only a small number of employees, for those employees the experience is significant and motivating, and the public example helps to shape the future aspirations of other employees
(b) Contests: One way to build up their interest and momentum in obtaining certain desired behaviors is to couch the reward in a contest of some sort. The desired behavior is typically described along with other requirements, and the rewards are made explicit.
(c) Education /Self-development: A reward of additional training serves two purposes: reinforcing desired behavior and helping individuals gain skills personally improve themselves. According to one survey, 87% of American workers believe that special training is a positive incentive and that it is deemed most meaningful by employees with post graduate education.
(d) Promotion/Advancement: A long-term reward that can be used to acknowledge the long-term efforts of an employee is a promotion or increase in responsibility. Only 22% of the respondents in one study believed that their organization used performance as the basis for promotion, though this practice was of high motivational importance for the respondents.
(e) Stock / Ownership: One of the highest forms of recognition is to treat an employee as if he or she is an owner of the company. This represents a long term commitment to the individual, typically reserved for a select few but possibly shared with many employees. According to one recent survey of American workers, 85% rank stock options as appositive incentive.
(f) Benefits: Certain benefits can be an important part of what attracts performers to the company. A good mix of benefits such as health care costs, utility services payment, free air passages, children education costs etc.
5.2.2. Informal rewards:
Informal rewards are the manager-initiated performance-based rewards. “Informal “means spontaneous. They are rewards and forms of recognition that can be implemented with minimal planning and effort by almost any manager.
Some of the informal rewards are:
No-cost Recognition: Some of the most effective forms of recognition cost nothing at all. A sincere word of thanks from the right person at the right time can mean more to an employee than a raise or a formal reward.
Low-cost Rewards: These are manager initiated low cost rewards, for eg. gift certificate, lunch or dinner.
Public Recognition: Publicly announces the achievements of the employees and recognize them in front of their colleagues and others. This creates role models –heroes – and communicates the standards.
Time -off: This form of recognition is almost universally desired by employees, whether it is a free day or an extra break.
Fun/Celebrations: A fun environment includes specific celebrations for specific achievements and results such as a casual social event, surprise picnic etc.
5.3. Case Studies
Stock Ownership – Web Industries, Massachusetts
This case study is illustrated in the American Management Association (AMA) Management Briefing: A Better Place to Work by Adolf Haasan, (1997)
Web Industries is founded in 1969 in Massachusetts. They are the largest in United States in their area of specialization. It has about 230 employees in different facilities throughout the country.
In 1985, Robert Fulton, the founder and owner of Web Industries, instituted an employee stock-ownership plan (ESOP) and started Web’s transformation into an employee-owned company. As of today, close to 40 percent of Web’s stock is owned by the employees. By sharing in Web’s profits, employees are able to buy additional shares for the ESOP.
The example of Web industries is interesting as it shows some of the difficulties in both the mangers and workers have to learn how to deal with the changes. Mangers need to become advisors and coaches. They have to accomplish the financial and operational goals by working with their people, by listening and encouraging. The workers, in turn, need new skills in leadership, problem solving, team work, and interpersonal relations. The developments at Web confirm the need for a change in management philosophy once a plan for employee ownership has been put in place. At Web industries, this process has taken significant time and effort.
Unfortunately, this has frequently not been the case. Substantial research on the performance of employee stock ownership shows that employee ownership does not automatically lead to improvements in work motivation and productivity. The reasons for these findings are: In most cases, employee ownership does not concurrently lead to changes in management structure and decision-making process. It becomes a purely financial investment that does not necessarily improve work-related behaviors.
6. Conclusion and recommendations:
Human resourcing, motivation, performance and reward management has occupied a significant position in theory and practice of management.
All these discussions highlight that human resources management themes influence the development of management theory and practice. So with good management of human resources, the goals and objectives in all fields of life can be achieved, and vice versa.
A summary of the overall conclusions of the four topics discussed in this assignment are noted as below:
1-Everything in the company’s recruiting process, from how you interview candidates to how you define job performance and expectations should be Re-examined and evaluated periodically.
Identifying specific performance or selection criteria is critical to the success of the hiring process.
There should be clear and customized recruitment strategies:
• Pre-employment tests or assessment tools are seemed to be more valuable than ever.
• Recent technological advancements in computers should be used by automating the assessment and to replace inefficient traditional hiring practices.
• Assessment tools should be used to matches people to jobs that suite their unique skills, talents, and interests.
• Psychometric (ability, aptitude, personality) testing should be used for the recruitment and selection of executives.
2-Motivating employee’s methods differ from one person to another; good manager should know how to deal with each employee according to the environment. So it is concluded that successful managers will consider the following factors:
• The great effect of intrinsic motivation on making people more creative.
• The inter-relationship between performance and motivation.
• The intrinsic motivation based on emotional or people’s self-perception is most powerful and lasting determinant of behavior than extrinsic motivation.
• Motivation is at its highest level when people have full responsibility over an activity or task.
3- Some suggestions for an effective performance management:
• It should focus on the question “How they can meet both individual and organizational purposes?”
• They should be guided by a philosophy that values both the employee and performance.
• Appraisals: Such programs should include regular appraisals of the manager by subordinates, and be reviewed by the manager’s superior.
• Performance management systems should also pay more attention to team’s performance so as to be more effective.
• Involvement of suppliers and customers to provide feedback on the employee’s performance can also be considered as criteria for measuring the worth of the employee.
4- Some guidelines to make reward and recognition programs effective:
• The company’s values and business strategies should be reflected by the company’s programs.
• Employees should participate as a part of the program.
• Rewards can involve cash or non-cash or both types of reward.
• The reward system should be made publicly.
• The reward system should be changed frequently.
7. References
1. Arnolds, C.A. and Boshoff, C. (2002) “Compensation esteem valence and job performance: and empirical assessment of Alderfer’s ERG theory”, Human Resource Management, 13(4)
2. Allen, M. (2003) “Training Reward Good Performance” vol 42(9)
3. Arnolds, C.A. and Boshoff, C. (2002) “Compensation, esteem valence and job performance: an empirical assessment of Alderfer’s ERG theory”, Int. J. of Human Resource Management, 13(4)
4. Bacal, R., (1995) ; Performance Management – Why Doesn’t It Work – A Critique of Performance Management System , Canada : Bacal & Associates
5. Blanchard, K and Johnson, S. (1982) The One Minute Manager, Ney York, William Morrow and Company, INC.
6. Corbo, A. and Kleiner, B.H. (1991) “How to Effectively Link Compensation With Performance”
7. Davis, R.(1995); Choosing Performance Management : a Holistic Approach . CUPA Journal, v.46(2)
8. Drucker, J. and White, G. (1997) “Constructing a New Reward Strategy”, Employee Relations, 19(2)
9. Drucker, P.F. (1974) Management: Tasks .Personalities. Practices, New York, Harper and Row
10. Ford, M.E. (1992) Motivation and Personality, New York, Harper and Row
11. Gale, Sarah. F. (2003); Assessment saves Millions in Down Economy, Workforce Online, April 2003 www.workforce.com
12. Haasen, A. and Shea, G.F. (1997) A better place to work : how a new understanding of motivation leads to higher productivity , New York, NY : AMA Publication.
13. Handler, Charles. (2002); Using Assessment Tools for
14. Harvey, M. and Speier, C. and Novecevic, M.M. (2001) “Atheory-based framework for strategic global human resource staffing policies and practices”, Int. J. of Human Resource, 12(6)
15. Herzberg, F.(1968); One More Time : How Do You Motivate Employees?, HBR Reprint : Special Issue on Motivating People, January 2003, p.87-96
16. Johngseok, B. “Globalization and Transformation of Human Resource Management in South Korea” International journal of Human Resource Management, May 2002 13(3)
17. Kopelman, R.E. (1986) Managing Productivity in Organizations: A Practical, People-Oriented Perspective. New York, McGraw-Hill
18. Levinson, H. (1970); Management by Whose Objectives, HBR Reprint : Special Issue on Motivating People, January 2003, p.107-116.
19. Looy, B.V. and Gemmel, P. and Dierdonck, R.V.(2003) 2nd Ed, Services Management, Essex, Person Education.
20. Lounie, G. (Oct 2003) “Support Employee development”, Credit Union Management, 126(10)
21. Maslow, A.H.(1954) Motivation and Personality, New York, Harper and Row.
22. Mullins, L. J.(2002) 6th Ed. Management and Organization Behavior, Essex, Person Education Limited.
23. Nelson, Bob(1994) ; 1001 Ways to Reward Employees , New York, NY : Workman Publishing Company ,Inc.
24. Nelson, Bob(1997) ; 1001 Ways to Energize Employees , New York, NY : Workman Publishing Company ,Inc.
25. Randell, Gerry and Packard, P and Slater, J (1984); Staff appraisal: a first step to effective leadership, Institute of Personnel Management, London.
26. Ridley, T.M. (1992) Motivating and Rewarding Employees, England, Ikon Limited.
27. Robert, K. (2003) “The Missing Key To High Performance”, Executive Excellence, 20(10)
28. Robinson, D.F. and Courtis, J (1993) ; Managing People and Communications , British Institute of Management, London.
29. Spector, P.E. (1997) Job Satisfaction, California, SAGA Publications.
30. Spence, J.T. (1983) Achievement and Achievement Motives: San Francisco, W.H. Freeman
31. Stahl, O.G (1956) public Personnel Administration, 5th Ed., New York, Harper and Row
32. Todd, R (2003) “Six Months To Win Over AOL’s Workers”, Workforce, 82(3)
33. Torrington, D. and Hall, L. and Taylor, S. (2001) Human Resource Management, Essex, Pearson Education Limited.
34. West, M.A. and Far, J.L. (1990) Innovation and Creativity At Work, Essex, Johnwiley and Sons Ltd