Human Resource Management -- Employee Essay

Pages: 8 (2186 words)  ·  Style: APA  ·  Bibliography Sources: 8  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

SAMPLE EXCERPT . . .
It reflects a recognition that vocational achievement is mainly attributable to exploitation of strengths and that not all individuals are necessarily capable of developing the same skill sets and abilities. In that light, encouraging employees to work on their weaknesses only detracts from their ability to maximize their strengths, and often without any reasonable prospect of substantial improvement. The more effective performance appraisal approach is to cultivate natural abilities, and to allow employees input into appropriate ways of managing and working around their relative weaknesses (Jackson, 2007; Russell-Whalling, 2008; Warech & Tracey, 2004).

However, this is also where the limits of performance appraisals are unless they are fully and comprehensively integrated within the rest of HRM functions. On one hand, the modern approach to performance appraisal is to cultivate individual talents and work around relative weaknesses. On the other hand, weaknesses in some employees must be offset or balanced by corresponding strengths in others. In fact, it is only the comprehensive integration of recruiting, hiring, training, and assignment of employees together with performance appraisal that permits the latitude of working with the "natural flow" of individual talents and abilities. Employee input is appropriate within the performance appraisal concept; however, input in the context of traditional management by objective performance appraisal and 360-degree approaches are much less effective or conducive to supporting competitive advantage than employee input within the context of motivation through shared organizational values and strategic vision (Harari, 2002; Maxwell, 2007).

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Conclusion

Essay on Human Resource Management -- Employee Assignment

Optimal competitive advantage is a function of high-performing employees; however, the criteria used to assess performance must relate to the maximum ability of each employee to contribute value to the organization rather than to the ability of each employee to strive toward even the most objective set of abstract behaviors. Abstract criteria are much more useful in connection with shared organizational values and commitment to the organizational strategic vision rather than to performance appraisal. Whereas management by exception or objectives focus too narrowly on outcomes, behavior and trait-based performance appraisal systems presuppose a-priori characteristics that are expected to correspond to high performance based largely on conjecture and anecdote rather than on empirical evidence. Ultimately, in order for performance appraisals to contribute positively toward competitive advantage, they must be incorporated within the full range of HRM functions rather than be implemented in isolation. They must provide more than quantitative measurement of outcomes or encouragement to achieve abstract behavioral goals. They must be used within a general framework of shared strategic organizational vision and values and allow each employee to contribute the organization in the most productive way based on specific strengths and weaknesses rather than merely providing a cookie-cutter approach to establishing uniform abilities, skills, character, or behavior.

References

Buckingham, M. And Vosburgh, R.M. "The 21st century human resources function: It's the talent, stupid!" Human Resource Planning. Human Resource Planning

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http://www.highbeam.com/doc/1P3-114734970.html

Fountaine, D. "Human resources: what's your plan?" Public Management. International City-County Management Association. (2005). Retrieved April 06, 2011 from HighBeam Research: http://www.highbeam.com/doc/1G1-127281145.html

Fyock, C.D. "Measuring HR's Impact." HRMagazine. Society for Human Resource

Management. (2001). Retrieved April 06, 2011 from HighBeam Research:

http://www.highbeam.com/doc/1G1-76940947.html

George, J.M. And Jones, G.R. (2008). Understanding and Managing Organizational

Behavior. Upper Saddle River, NJ: Prentice Hall.

Harari O. (2002). The Leadership Secrets of Colin Powell. New York: McGraw-Hill.

Jackson, D. "Human Resources: Measuring up - Beware the competency When it comes to workplace competencies, what are human resources really talking about? More to the point, are organisations truly measuring what they say they are?" New

Zealand Management. (2007). Retrieved April 06, 2011 from HighBeam

Research: http://www.highbeam.com/doc/1P2-12609163.html

Kinicki, A. And Williams, B. (2005). Management: A Practical Approach. New York:

McGraw-Hill.

Maxwell, J.C. (2007). The 21 Irrefutable Rules of Leadership. Georgia: Maxwell

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Robbins, S.P. And Judge, T.A. (2009). Organizational Behavior. Upper Saddle River,

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Russell-Whalling, E. (2008). 50 Management Ideas You Really Need To Know. London:

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Warech, M.… [END OF PREVIEW] . . . READ MORE

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