Assessment TASK 1

  • Category:
    Business
  • Document type:
    Assignment
  • Level:
    High School
  • Page:
    2
  • Words:
    1130

Assessment task 1

Question 1

When allocating work, it is advisable to consult stakeholders to that various individual and organizational needs can be harmonized. Without consulting stakeholders, misunderstandings may arise leading to lack of cohesion, coordination and synergy. When all stakeholders are consulted, it provides a platform for pooling interests and handling risks from different perspectives. In addition, consultation with stakeholders yield better result because it aids in accessing a variety of ideas and opinions that boost adoption of best strategies and good implementation. When all stakeholders are involved at all levels of decision-making, everyone feels important and takes an active role in making the project to succeed. Failure to consult stakeholders is always associated with numerous negativities, such as clash of interests, failure to provide needs of target groups, lack of motivation, difficulty in implementing required action, rise in disciplinary cases among employees, failure to achieve organizational goals and loss of human resources to other organizations where they feel respected (Aguinis 124).

Question 2

  1. Organizational rules or codes

Every organization has certain codes of conduct that heavily influence development and maintenance of relationship between management and employees and between employees themselves. Such rules are instrumental in enforcing management systems because they clearly outline how employees are expected to operate and respond to various organizational issues.

  1. Human rights legislations

Legislations concerning human rights may be found at organizational, industrial, national and international levels. The laws are mostly enforced via workers union, law enforcement agencies, human rights organizations and industry watch dogs. The laws influence the manner in which employees at all levels are treated. The laws and policies ensures that every employee, irrespective of background, receives fair and just treatment under any circumstance.

  1. Laws and regulations

Plentiful laws and conventions have been put in place at state, national, regional and international levels. The laws are vastly applied during employee performance management to avoid discrimination, unfair treatment, conformity with good hiring practices and embracing equality. Examples of such laws and regulations are Equal Employment Opportunity, affirmative action, Equal Pay act, Civil Rights Act, Pregnancy Discrimination Act, sexual harassment and Occupational Safety and health Act (Johansen 456).

Question 3

Information concerning an employee’s workplace performance can be collected in various ways. Some of the ways include the following.

  1. Personal interview

If an employee is interviewed concerning different facets of his or her job, information acquired may assist in estimating level of performance. One with good knowledge concerning a certain function or activity may be deemed to have been truly engaged in producing a satisfactory work.

  1. Information from other personnel

Information concerning an employee’s workplace performance can be acquired from co-workers within or outside current departmental section. Other employees operating at different levels of management can be of great help in providing first-hand information concerning performance. Information from co-workers can also reveal other elements, such as communication skills, seriousness at work, lateness, and interpersonal relations.

  1. Observation

Just by observing an employee at work, it can be possible to detect areas of weaknesses and strengths. Observation also covers accessing information from records to find out periodical performance of the employee. Daily behavior exhibited by an individual can relay enormous information concerning level of performance. In addition, such information will assist in assessing whether the personnel is operating within or outside stipulated operational scope.

Question 4

Evaluating and monitoring personnel on continuous basis is exceptionally beneficial to both the organization and individual concerned. To begin with, continuous monitoring and evaluation provide up-to-date information that can assist in providing timely intervention in case the employee develops a negative behavior. Second, continuous monitoring and evaluation greatly assist in encouraging the employee to engage in continuous learning. The reason is that an employee is required to take an active role during the exercise leading to increase of knowledge in various areas including managerial functions and decision-making. Lastly, continuous evaluation and monitoring is a fundamental tool that could be used to formulate new objectives. Such objectives will expand horizon of employee and assist in career development.

Continuous evaluation and monitoring can be done on weekly, monthly, quarterly or annual basis depending on the goals and objectives to be achieved. The nature of relationship between employee and employer also play a crucial role in influencing how evaluation and monitoring is done. It can be undertaken with the support of observation, focus meetings, workshops and briefings.

Question 5

Documenting performance management process assists in recording information that can influence decision-making in future. Documenting play an important role in providing evidence in legal cases, helping employee track personal development and ranking performance of every personnel. Failure to document performance may put an organization in trouble in case of a legal battle (Das 27). Again, without good records, it would be difficult to track performance of an employee.

Question 6

Reward and recognition has been known to raise morale of an employee. Research also shows that it assists in making personnel feel important and part of the organization. Under such circumstances, an employee will work as hard as possible in a bid to assist the organization achieve its goals and objectives.

Non-financial ways of motivation

  1. Job enrichment

This is an attempt to give workers greater responsibility by expanding their range and complexity of chores. Job enrichment motivates employees because it grants them necessary authority (Jacobsen 11). Job enrichment motivates employees because they have a chance to explore their abilities to the fullest.

  1. Engagement in decision-making

When a subordinate staff is involved in decision-making, the individual would feel important and part of the entire organization. In that respect, the individual would put more effort in enhancing achievement of both personal and organizational goals.

  1. Teamwork and empowerment

Teamwork plays a key role because it reduces supervision hence giving employees a wider control over their work. Organizing employees into autonomous groups assist in expanding their knowledge and making work environment lively. Workers are motivated because they would find work more enjoyable.

  1. Encouraging good health

An organization can choose to assist employees achieve better health status by installing gyms, encouraging them to engage in healthy lifestyles and offering educational workshops on healthy living (Dick 314). A healthier workforce means a happier group that feels cherished and cared for.

Works cited

. 2nd ed. Upper Saddle River, N.J.: Pearson Prentice Hall, 2009.Performance managementAguinis, Herman.

. Toronto: Prentice Hall, 2003.Performance managementDas, Hari.

58, no. 4 (2009): 311-328.International Journal of Productivity and Performance ManagementDick, Gavin P.m.. «Exploring performance attribution: The case of quality management standards adoption and business performance.»

4, no. 1 (2013): n/a-n/a.Public AdministrationJacobsen, Christian Bøtcher. «Command And Motivation: How The Perception Of External Interventions Relates To Intrinsic Motivation And Public Service Motivation.»

. Chicago, Ill.: American Bar Association, Section of Labor and Employment Law, 2011.The employment law sourcebook a compendium of employment-related laws and policy documents.Johansen, Ruth.