class 6 employee development and performance1课程员工发展与绩效

Topic6:

EmployeeDevelopment

andperformanceDrJohannaMacneilTopicoverviewEmployeedevelopmentDefinitionsPurposeModel,methodsOptimisingesforadultsEmployeePerformanceDefinitionsandobjectivesProcessandchoicesProvidingfeedback,andsourcesoferrorChallengesinperformancemanagement3ReadingsRequiredreading:Stone,R.(2014).HumanResourceManagement,8thed.,Wiley:Sydney,Ch8,pp.306-326,339-342,onperformanceappraisalStone,R.(2014).HumanResourceManagement,8thed.,Wiley:Sydney,Ch9,356-387,onHRDHelpfuladditionalreadings:Brown,M.andHeywood,J(2005)PerformanceAppraisalSystems:Determinantsandchange,BritishJournalofIndustrialRelations43(4):659-679.Garavan,T.N.,Heraty,N.andBarnicle,B.(1999)‘Humanresourcedevelopmentliterature:currentissues,prioritiesanddilemmas’,JournalofEuropeanTraining,Vol.23,No.4/5Nankervis,A.R.&Compton,R.-L(2006)Performancemanagement:Theoryinpractice?AsiaPacificJournalofHumanResources,44(1):83-102.Smith,A.(2003)RecenttrendsinAustraliantraininganddevelopment,AsiaPacificJournalofHumanResources,Vol.41,No.2pp.231-244.Tregaskis,O.(1997)TheRoleofNationalContextandHRStrategyinShapingTrainingandDevelopmentPracticeinFrenchandUKOrganizations,OrganizationStudies18(5):839-856

Employeedevelopment4EmployeeDevelopment5Training:Providingemployeeswiththeknowledge,skills&attitudestheyneedtoperformtheircurrentjobDevelopment:activitiestoprepareemployeesforfutureresponsibilitiesorrolesHumanresourcedevelopment(HRD)Includestraininganddevelopment,careerplanningandperformanceappraisal.Thefocusisontheacquisitionoftherequiredattitudes,skillsandknowledgetofacilitatetheachievementofemployeecareergoalsANDorganisationalstrategicbusinessobjectives.HRDislinkedto…Organisationallearning,thatis,theorganisation’scapacitytoacquire,applyandexploitknowledgeOrganisationdevelopment(OD),thatis,planned,long-termorganisationalinterventions,focusedonchangingbehaviour(whatpeopledo)andchangingmindsets(whatpeoplethink)Organisationalchange,wherenewinternalobjectivesorexternalcircumstancesrequireachangeintheHRcapabilityNegotiationandConflictResolution,inordertoimplementplannedinterventions/changesNB.IfyoutakeGSBS6190and/orGSBS6110,youwilllearnmore!6Purpose:

WhydevelopEmployees?‘Bottom-line’justificationofHRDistheproductionofworktorequiredstandards(quality,cost,timeliness,safety),facilitateorganisationalchange(adaptability)andmeetforeseeableorganisationalneeds.LikelytobearesponsetoChangeinthebusiness,strategy,environmentIntroductionofnewtechnologySocial,legalorotherchangesTraininganddevelopmentmodel8Stone2014:265Methods:Howtodevelopknowledge,skillsandbehavioursMaybeacquiredthroughExperienceoronthejobtrainingReviewingmanuals/standardoperatingproceduresemployer-providedL&Dopportunitiesvocationaleducationandtraining(VET)sponsoredbyindustryand/orgovernmenthighereducationeg.universityqualificationsprofessionaldevelopmenteg.conferences,networks,professionaltrainingotherformsofself-developmentanyotheractivitythathelpsanindividuallearnQuestiontoconsider?Doyouthinkeveryonelearnsinthesameway?Why/whynot?Whathelpsyoutolearn?Whatslowsdown/interfereswithyourlearning?Whatcanothersdotohelpyourlearning?10Optimisinges:

AdultLearningEffectiveadultlearningbasedonfourassumptions:Adultsareself-directedAdultshaveacquiredknowledgeandexperienceAdultsdemonstrateareadinesstolearntasksorknowledgethatarerelevanttotheirrolesinlifeAdultsaremotivatedtolearnandexpecttoapplywhattheylearntoreal-lifeproblems.Drawingonhumanisticviewsoflearning–selfactualising‘man’,freewill,removingthreatstothelearner’sselfesteem,involvingthelearnerindecision-making.11Optimisinges:

Otherfactorsinfluencinglearning12Thebestsituationisonewherepeoplewanttolearn.However,peoplelearnindifferentways.Someconsiderationsinclude:relevancereinforcementtransferoftrainingknowledgeofresultsdistributionoflearningWholeversuspartlearningPracticeandlearningActivityversuspassivityLearningstylesOptimisinges:

Evaluatingtrainingeffectiveness13Kirkpatrick’sModelRecap

EmployeeDevelopmentLearninganddevelopmentistheacquisitionofknowledge,skillsandbehavioursthatimproveanemployee’sabilitytomeetchangesinjobrequirementsandinclientandcustomerdemands[DeCieri2008:396]CriticalissuesNeedsassessmentprocessrequiresanunderstandingoftheorganisation,thetaskandthepeopleOccursinmanywaysapartfromemployer-organisedinternaltraining&developmentEffectiveL&DreliesonunderstandinghowadultslearnHRDept.evaluationshouldbedoneinthecontextofhowwelltheL&DactivitiesmeetsstrategicobjectivesEmployeeperformance15DefinitionsPerformancemanagementOftenconductedthroughaperformancemanagement‘system’“Aimstoimproveorganisational,functional,unitandindividualemployeeperformance”bylinkingtheobjectivesofeach[Stone2014:307]May(accordingtoStone)includejobdesign,recruitmentandselection,traininganddevelopment,careerplanning,payandrewardsANDperformanceappraisalPerformanceappraisalMaybeconductedatvariouslevels(ie.notonlyindividual)MeasuresthecontributionmadetoperformanceConcernedwithdetermininghowwellemployeesaredoingtheirjob,communicatingthatinformationtoemployees,agreeingonnewobjectivesandestablishingaplanforperformanceimprovement16ObjectivesofPerformanceAppraisalImprovesmanagementdecision-makingandorganisationalesby:providinginformationoncollectiveandindividualperformanceissues,andtheirreasons;auditingthesuccessofmanagementandHRstrategies;promotingcommunicationbetweenmanagementandemployees;providinganopportunityforemployeestomakesuggestions/givefeedbackInformssignificantemploymentdecisions:Onpayrises,promotions,transfersOndisciplinaryaction,dismissalProvidesdatarequiredatlawthat:properprocessindisciplinaryactionordismissalhasbeenfollowedemployeeshavenotsuffereddiscriminationMotivatesworkers:Givingfeedbackongoodperformance,possiblylinkedtorewards,promotionIdentifyingdevelopmentneeds,whichmaybelinkedtotraininganddevelopmentProvidinganopportunityforcareerplanningTypicalPerformanceAppraisalProcessPrepareindividualand/orgroupjobobjectivesandaccountabilities-performanceagreementsMutuallyagreemeasures/goalsOn-goingassessmentandfeedback.NOSURPRISES!!FormalreviewofperformanceagainstmutuallyagreedgoalsAgreedevelopmental/careerneedsandsignoffDeploydevelopmental/careerstrategiesMakemendationstoseniormanagementaboutneedforchangeinobjectives,policiesandproceduresPerformanceappraisalchoicesRatingbyLinesupervisorPeersSelfSubordinatesTeammembersMulti-sourceeg.360degreefeedbackClientsorotherstakeholders(Stone2014:317ff)Systemsincluding:RankingGradingGraphicscalesCriticalincidentsBehaviourallyanchoredratingscalesBehaviourobservationscalesEssaydescriptionManagementbyobjectivesThebalancedscorecardHaysandKearney2001:591PerformanceAppraisal:

ProvidingBehaviouralFeedbackPeopleneedboth

positiveandconstructivefeedbackontheiractionsinordertoachievegoalsandadjustbehaviour.

Positivefeedbackinvolvesrecognisingandcomplimentinganactionthatwasuseful,helpful,orsetagoodexample.Constructivefeedbackhighlightsanactionthatwaslessthanideal,orneedstobeimproveddifficultandproblematictogiveconstructivefeedbackinsuchawaythatitwillbewellreceivedLeadstoconcernsabouthurtingsomeone'sfeelings,creatingtensionorresentment,orcausingaproblem(eg.legalaction)veryimportanttogiveconstructivefeedbackaccuratelyandappropriatelyPerformanceAppraisal

GraphicRatingScaleMethodPerformanceAppraisal–

SourcesofErrorManagementcommitmenttotheprocessRatererrors:HaloEffect-positiveandnegativeCentraltende