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Human Resource Management PART1Personnel Management to Human Resource Management?? ? ?Recognition of the need to take a more strategic approach to the management of people Began in the 1980?s in the USA UK followed quickly Concept is… ?a strategic approach to acquiring, developing, managing and gaining the commitment of the organisations key resource – the people who work for it?Armstrong 1991Features of HRM? ? ??? ?Management focussed and top management driven Line management role key Emphasises strategic fit – integration with business strategy Commitment oriented Two perspectives – ?hard? and ?soft? Involves strong cultures and valuesFeatures of HRM??? ? ? ? ?Performance oriented Requires adoption of a coherent approach to mutually supporting employment policies and practices Employee relations organic rather than pluralistic Organising principles are organic and decentralised Flexibility and team building important policy goals Strong emphasis on quality to customers Rewards differentiated by skill, competence or performanceFombrum, Tichy and Devanna Model 1984SelectionPerformanceRewardAppraisalHRDWarwick Model of HRMOUTER CONTEXTInner ContextBusiness Strategy Context HRM ContextHRM ContentWarwick Model – content of the boxes? ?? ? ?Outer context – socio-economic, technical, politico-legal,competitive Inner context – culture, structure, politicoleadership, task-technology, business outputs Business strategy context – objectives, product market, strategy and tactics HRM context- role, definition, organisation, HR outputs HRM content – HR flows, work systems, reward systems, employee relationsThe Harvard ModelStakeholder InterestsShareholders Management Employee Groups Government Community Unions HRM PolicyChoice Employee influence Reward systems Work systems Human resource flows HR OutcomesCommitment Congruence Competence Cost effectiveness LT consequencesIndividual well being Organisational effectiveness Societal well beingStakeholder IssuesWorkforce characteristics Business strategy & conditions Management philosophy Unions Task technology Laws & societal valuesGuest Model? ? ? ???Defines four policy goals of HRM Further development of the Harvard model Strategic integration –HRM into strategic plans, in line decisions,within HR policies High commitment – strong identification with company High quality – including management of people Flexibility – functional, adaptable structures, capability to innovateSoft HRM? ??? ? ? ?Stresses human aspect Emphasis on HRD Participation Motivation Commitment Leadership HUMAN resource managementHard HRM? ??? ?People as a resource Used dispassionately Used in calculating rational manner Head count Human RESOURCE ManagementCompetence-Based HRMDefinitions:???The skills, knowledge and experience that an individual brings to their role IDS 1997 Basic personal characteristics that are determining factors for acting successfully in a job or situation McClelland 1993 Underlying traits, motives, skills, characteristics and knowledge related to superior performance Boyatsis 1982Uk v. US definitions???US - input oriented – what the individual brings to the job UK - output oriented – the skills, attitudes and knowledge , expressed in behaviours for effective job performance One or both?Levels of Influence?Strategic?FunctionalSystems Individual??Implications at Strategic LevelThe identification of core competencies of the organisation which confer sustained competitive advantage Owned by more than one person and grow through use and experience therefore difficult to imitate??Implications for the Human Resource Function? ? ??? ???Develop managerial competence Strategic selection and staffing Develop internal labour market Design jobs round capability Develop individual competence Develop culture to foster innovation Build learning organisation Develop organisational learning mechanismsImplications for Human Resource Systems??? ?Vertical integration – link individual competence to the core competence of the organisation Horizontal integration – provide a framework for the integration of HR systems components Vital player in the development of core competencies Can be used to develop individual HR systemsRecruitment and Selection???Based on past behaviour as the most valid predictor of future behaviour Building the competence framework requires multiple information sources Competence specification should cover both technical and personal/interpersonal competenciesRecruitment and Selection????Develop interview questions that elicit examples of past behaviours In assessment centres create tasks that require demonstrated competencies Use competencies to select test instruments Use competencies to evaluate candidate performanceAppraisal???Set outcome and performance targets for each competence Outcome levels and performance targets can be graded if desired.e.g standard performance; above standard; excellent etc Below standard performance can be used to generate development needsAppraisal???Can provide forum for the identification of new/changing competence requirements Can provide forum for setting acquisition of competence time scales Provides a clear and agreed framework for performance evaluation and discussionDevelopment? ?? ?Provides a framework for individual training needs No transfer problems as competence can only be demonstrated by on the job behaviours Development contributes directly to current performance Encourages a broad based approach to development activitiesDevelopment????Ensures line manager commitment to development Offers common language to all participants in the development process Offers transparent process to all stakeholders Facilitates validation and evaluation of the development processReward? ???Promotes flexibility Promotes a development focused culture Provides opportunities for advancement via skills Provides opportunities for earnings enhancement on the basis of skills and flexibility rather than seniorityReward????Can assist in addressing the technical/managerial divide Offers a route for the reward of knowledge workers Carries high ?face? validity and ?felt fair? perception Via core organisational competencies can link reward directly to organisational strategyIntegration???Vertical - integration with corporate strategy Horizontal - the internal integration of the components of an HR strategy Intra-gration – the integration of the parts of a component of HR strategy e.g reward strategy – base pay, variable pay and benefits all support each otherCurrent HRM Issues & Debates? ?????Responding to increased competition Managing international operations Riding the waves of change Managing the changing relationship with the workforce Changing legislative and regulatory frameworks Best practice versus best fitHRM and Corporate StrategyStrategy? ????Diversity of viewpoints Two dimensions of agreement Degree of planningdeliberate – emergent Outcomesprofit maximisation – range of outcomes (plural) Four key approaches (Whittington)Approaches to StrategyOutcomes Profit maximising Classical Deliberate Processes Systemic Plural Processual Evolutionary EmergentClassicalRational EconomicMan? ?? ? ?Application of rational ysis Separation of planning from implementation Commitment to profit maximisation Emphasis on the long-term Explicit goals cascaded down the organisationClassical and HRM? ? ? ?HRM matching and downstream Tool of implementation HR policies and strategies geared to achieving profit maximisation Critique – product of its time; looks na? in todays turbulent and global ve environment; still pursued in some sectors with long time horizons.EvolutionaryNatural Selection? ????Emphasis on environmental fit Profit maximisation achieved by market competition Fit determined by chance rather than strategy Survival by short term strategies aimed at current fit Strategy and illusion in unpredictable environmentEvolutionary – law of the jungle? ? ? ??HR key role in environmental scanning Policies and strategies aimed at flexibility and adaptability Matching model Critique – markets more regulated than jungle; by government, law, international agreements Concept of flexibility importantProcessual – life is messy? ?????Concept of bounded rationality Subjective interpretation of data therefore strategy flawed and incomplete We take the first best option – sufficing Organisations as coalitions – consensus by negotiation Minimum adaptation for survival rather than proactive change – spare capacity as buffer Strategy a comforting ritualProcessual and HRM? ???HR policies evolving and reactive Soft HRM OD, best practice and development of internal competencies important Critique – lacks vision; may not be able to respond quickly enough to threatsSystemicsocially grounded??? ? ?Man makes decisions based on social factors not economic;Social networks define norms Internal context of firm influenced by social groups, interests, resources and micropolitics Different forms of organisation successful indifferent cultures Systemic perspective includes national culture, family, gender, social groups Strategy must be sensitive to theseSystemic and HR? ??HR policies and processes will have to reflect local culture Management style and strategies for motivation and commitment reflect local and national culture Critique – focuses on difference at the expense of similarity and cross-cultural influencesResource-Based Theory of the Firm? ??Places HR at heart of strategy Competitive advantage stems from strategic core competencies built up over time Recognises importance of leadership in building top team; fostering creativity and innovation; facilitate the learning processResource-Based Theory of the Firm???Emphasises renewal aspect and dynamic capabilities of the organisation Capacity of a firm to renew, adapt and augment its core competencies over time Successful organisations combine multiple modes of strategy making with high levels of competence and astute leadership with employee involvement in strategy makingResource-Based Theory & HRM? ? ??Basis for human resource as competitive edge HRM valued for generating strategic capability as well as supporting strategy Human capital advantage – gained through resourcing and retention Human process advantage gained by continuous learning, co-operation and innovation facilitated by bundles of HR strategiesDefining Strategic Core Competencies? ? ??INTEGRATED bundle of individual skills 5-15 core competencies the norm A messy accumulation of learning including tacit and explicit knowledge – an activity Core competence– delivers a fundamental customer benefitDefining Strategic Core Competencies??- is not easily imitated by compes - provides a gateway to new markets Contributes to strategy as- as a source of competitive advantage - via a longer lifespan that a single product - exercised across the range of organisational activitiesRole of HR in Managing Core Competencies??Identifying core competencies – linking them to individuals Building core competencies – learning and cross discipline communicationRole of HR in Managing Core Competencies??Utilising core competencies – developing management capability and forms of working that maximise deployment Protecting core competencies – retention strategies, protection during major change, identifying owners of core competenceCOMPARATIVE HUMAN RESOURCE MANAGEMENTDefinitions??‘how things are done around here? (Drennan, 1992) Organisational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an organisation?s history, and which tend to be manifested in its material arrangements and in the behaviour of its members. (Brown, 1995)Organisational Culture Definitions??The pattern of beliefs and assumptions shared by the organisations members, these beliefs produce norms that shape the behaviour of individuals and groups A set of habitual ways of thinking, feeling and reacting that are characteristic of the ways in which a specific organisation meets its problems at a particular point in timeLevels of Culture??Culture can be conceived as- societal or national culture - corporate culture - homogenous or heterogeneous subcultures Turner (1971) defined industrial sub-culture by- distinctive set of shared meanings - use of symbols and rituals - socialisations and norms - attempts to manipulate cultureAspects of culture? ? ?? ??? ? ?Artifacts Language – jokes, jargon, stories Behaviour patterns – rituals, ceremonies,celebrations Norms of behaviour History Ethical codes Basic assumptions Beliefs, values and attitudes SymbolsModels of cultureArtifactsMost superficial manifestations of cultureBeliefs, values, attitudes Basic assumptions Deepest level of culture Schein, 1985Organisational CultureArtifacts & creations:Technology; art Visible behaviours audible behavioursVisible but not often decipherableValuesWhat “ought to be; norm-basedBasic assumptions:Human nature Human activity Relationships Perceived reality EnvironmentTaken for granted Invisible Pre-consciousCommon Organisation Stories? ? ? ? ???Can employees break the rules? Is the big boss human? Can the little person rise to the top? Will I get fired? How will the boss react to mistakes? Will the organisation help me when I have to move? How will the organisation deal with obstacles?CULTURESocialisationlearningpre-arrivalencountermetamorphosisproductivity(H&B 2002)“preconception” “provisional” “absorb” securitycommitmentOrganisational Culture and the Life Cycle of the Firm? ?? ?Phase 1 - Birth and Early Growth Purpose – foster cohesion during growthNeed for change – economic or succession Strategies – natural evolution self-guided evolution Managed evolution managed evolution via outsidersOrganisational Culture and the Life Cycle of the Firm? ??Phase 2 – Organisational mid-life Purpose – culture deeply embedded, may develop sub-cultures Strategies – planned change and OD - technological seduction - scandal, explosion of myths - incrementalismOrganisational Culture and the Life Cycle of the Firm? ??Phase 3 – organisational maturity Purpose – source of pride, resistant Strategies – coercive persuasion - turnaround - recognition, destruction, re-birthCulture in organisations:Handy/HarrisonPOWERZEUS ROLEAPOLLOTASKATHENAPERSONDIONYSUSCommunication – Hall ModelArab ChinaHigh context Social trust first Value personal relationships & goodwill Agreement by trust Negotiation slow, ritualUK GermanyLow context Business first Value expertise & performance Legal contract Negotiation efficientHofstede?s Model? ?Individualism High power distance Masculinity High uncertainty avoidance Short termism? ? ? ?Collectivism Low power distance Femininity Low uncertainty avoidance Long termism? ???HRM and Culture ChangeLayers of Culture???Artefacts – physical objects, behaviour and processes Espoused values – those appearing publicly in mission statement, policies Underlying assumptions – rarely articulated; may conflict with espoused values and each otherCulture Change?Why change? Environment changes:???Business – mergers, technology, market Government – laws, H &S, diversity, Demographic – changes in the human resources availableThe Nature of Change? ? ? ?Externally imposed Transformational Global Hostile? ? ? ? ? ? ?Internally imposed Incremental Local Positive Small scale Urgent Operational??Large scaleLong term?StrategicIntroducing Culture Change? ? ?Can be very difficult Can be a long term process Issues to be considered in choosing strategy- scale – incremental or radical - Locus – organisation, unit, department - nature – cognitive and behavioural - timescalePrinciples of Culture Change? ? ???Values and assumptions define accepted and appropriate behaviours In successful organisations culture is aligned with strategy Culture change may be difficult if the culture is incompatible with strategy Check strategy before embarking on culture change Can the changes required be achieved by other meansPrinciples of Culture Change? ? ???Senior management must understand the implications and be committed Culture change must pay attention to the opinion leaders Should take into account the work systems, management style and HR policies New messages reinforced and old ones eliminated The deeper the level of culture change the more difficult it will bePrinciples of Culture Change????Multiple and sub cultures will make culture change more difficult Behavioural norms are the easiest to change, deeper layers require a participative approach Top down approaches are difficult to sustain over time Participative approaches are more successful but difficult to implement and time consumingApproaches to Culture Change(Bate)STEP 1 ANALYSING THE CULTUREAnalysis of the existing culture and setting specific objectives for measuring success in achieving the desired culture. Leading toPROGRAMME DESIGNSTEP 2 EXPERIENCING THE DESIRED CULTURE Involvement of all work teams through ?peak experience? workshopsINDIVIDUAL DEVELOPM?T LEADERSHIP DEVELOPMENT ACTION-STUDY TASKFORCE WORK TEAM CULTURESApproaches to Culture Change(Bate)STEP 3 MODIFYING THE EXISTING CULTURE Modifying critical cultural influences such as :Leadership modelling Information/communication Organisational structures First line supervisionAnd monitoring the outcomes byWork teams Performance reward Training & development Results orientationRESULTS TRACKINGApproaches to Culture Change(Bate)STEP 4 SUSTAINING THE DESIRED CULTURE Sustained achievement of objectives and internalisation of the ongoing change process.Why People Resist Culture Change? ??? ?Selective perception Habit Security Economic Status and esteemMulti-cultural Organisations? ? ? ? ??A culture that fosters and values diversity Pluralism as an acculturation process Full structural integration Full integration of informal networks Absence of institutionalised cultural bias Minimum of inter-group conflict due to proactive management of diversityChanging CultureEnter & socialise new staffCultureExit those who reject new culturecommunicationbehaviour changeExamining and Justifying Behaviour change=intervention pointBusiness Process Re-engineeringEnvironmentInputsSTRATEGY SYSTEMS TECHNOLOGY PEOPLEOutputsRational Planning ApproachProblem initialised Define the problem Evaluation phase Implement solution Monitor/ evaluateEnvironmental development loopFeedbackSocio-Technical ApproachesCore Job Dimensions Critical Psychological States Experienced meaningfulness at work Experienced Responsibility for work Knowledge of results of work Personal and Work Outcome High intrinsic motivation High job satisfactionSkill variety Task identity Task significance AutonomyFeedbacklow labour t/o andOrganisational Development ApproachFormal RelationshipsAims and objectives Strategies and policies Technology and control Structure and style Authority and administrative proceduresInformal RelationshipsFromattitudes,perceptions, values, emotions – about formal structures and people Normative behaviour, communications, informal instructions – about tactical operations of organisationHR Leverage in ChangeThe Acquisition of Human ResourcesRecruitment and Selection??‘The overall aim of the recruitment and selection process should be to obtain at minimum cost the number and quality of employees required to satisfy the manpower needs of the organisation? Armstrong 1995 The recruitment and selection process- defining requirements- attracting candidates (recruitment) - selecting candidates (selection) - making the decisionDefinition of Recruitment?? ?‘Searching for and obtaining potential candidates in sufficient numbers and quality so that the organisation can select the most appropriate people to fill its job needs? Dowling and Schuler 1990 Recruitment = the processes used to attract applications Selection = the processes used to identify the most suitable candidateJob Analysis??‘The process of collecting, ysing, and setting out information about the job? Armstrong 1992 Methods of Job Analysis - refer to existing job description- interview - self ysis - questionnaire - checklist - critical incident technique - repertory gridWriting Job Descriptions? ? ? ? ???Include basic details – title, location etc Include a summary of the job List a selection of the main duties Cover the range of the job Use active verbs – to issue etc Be precise Avoid vague and misleading wordsExample of a Job DescriptionJob TitlePersonnel Assistant DepartmentHuman Resources SummaryResponsible for recruitment and other Human Resources activity Duties1. Managing the recruitment of staff 2. Interviewing candidates 3. Maintenance of personnel records 4. Run the induction programme 5. Issuing contracts of employment 6. Advise managers 7. Booking training coursesCompetency?‘An underlying characteristic of a person which results in effective/superior job performance?Boyatsis??A competency is a set of behaviour patterns which an incumbent needs to bring to a job in order to perform its tasks and functions with competence?WoodruffeCompetency ListMiddle ManagerHigher Level Competencies? ? ? ? ? ? ? ? ? ? ?Vision Planning skills Critical thinking Leadership Persistence **** Influencing skills Interpersonal skills Self confidence Self development Empathy Stress toleranceIn addition to relevant technical competenceCompetency ListMiddle ManagerEach higher level competence can be broken down into sub unitsExample**** “Persistence”:? ? ?Prepared to use a range of strategies to achieve a problem solution Ability to demonstrate a commitment to task completion Ability to recognise when circumstances require a flexible responseAdvantages of a Competency Approach? ?????More flexible than job descriptions – the competencies can be used in many tasks Easier to relate to the individual Can match against experience more easily than task for task Facilitates person specification Allows the development of competence/ scenario questions Links to other HR processesDisadvantages of a Competency Approach???Sees qualities as separate entities whereas in a job they are used in conjunction Difficult to use in higher level jobs where competencies are less tangible and more difficult to describe Difficult to deal with emotional aspects such as pleasant manner which may be allied to personalityPerson Specification? ??Both job descriptions and competency lists are used to draw up a person specification One of the most used frameworks for drawing up a job description is Alec Rodger?s 7 Point Plan It lists seven main areas in which the recruiter must specify the minimum requirementsi.e. those which are essential and those preferred or desirable for the applicant to possessPerson SpecificationAttributePhysical AttainmentsEssentialDesirableIntelligence Aptitudes Interests Disposition CircumstancesSuccessful Recruitment? ? ??Is EFFECTIVE, COST EFFECTIVE and FAIRRecruitment methods include:- advertisements - government agencies - consultants & agencies - direct applications - word of mouth - open days - internet - other mediaAdvertisements???Can be internal, press – local, national, international, internet, professional journals , other Purpose – attract attention, create and maintain interest, stimulate action Content – organisations name, location of job, salary and benefits, summary of job, summary of person required, action required to pursue applicationCriteria for Choosing a Recruitment Method? ??? ? ? ?Effectiveness Labour market issues Number of applicants Self selection Cost Time ConfidentialityHeadhunting? ??Individuals are approached directly to checkout and stimulate interest in position Reasons for use- confidentiality - very senior posts - scarce skills - obvious candidates - raise interest and awareness in those that might not be actively seeking change EthicsInternet based Recruitment???? ?How? Through company website; internally through intranet; internet site providers Internet accessed globally, but only by those with access to and who use the technology Specialised sites available – graduates,engineers, computers Watch for cost, regular updating, on line sifting Advertising issues applyHandling Applications? ?? ? ?Information used toEnable self selection Sift candidates CV ? Or Application form? ??? ?Develop imageProfessional process Psychological contract Maintain interest Candidate as customerSelection?The importance:?It is fairly easy to use selection to improve productivity by 6%. Under very favourable circumstances selection can bring about gains of 20% or more….? Smith & Robertson 1993?Ethical issues- principle of positive self regard- principle of informed consent - principle of competence - principle of confidentialityCommon Selection Methods? ?? ? ? ?Application form and CV References, recommendations and testimonials Group exercises Work sample tests Selection interviews Psychometric testsUsage of Selection Methods Within the UK? ??? ? ? ?Interview Application form References CV Personality tests Ability/aptitude tests Assessment centres100% 98% 97% 84% 58% 47% 30%Choosing a Selection Method? ???Practicality Sensitivity Reliability Validity - face - content - criterion (predictive or current) - constructValidity of Selection Methods? ??? ? ? ?Assessment centres Biodata Ability tests Work sample tests Personality tests Interviews References0.2-0.4 0.2-0.4 0.1-0.3 0.1-0.3 0.1-0.2 0.0-0.2 0.0-0.15Psychometric Tests? ???Maximal versus Typical performance Maximal performance - aptitude/attainment Typical performance - personality - interests and values Many countries have legal constraints on useAptitude Tests???Specific abilities - e.g. mechanical/spatial Specific occupations - e.g. clerical/computer General intelligence - numerical - verbal - abstract reasoningThe Selection Interview? ?? ? ?A conversation with a purpose toMake an assessment of a candidate in relation to an organisational role Information exchange Sell the organisation Social functionTypes of Selection Interview? ? ?Individual Panel Sequential?? ? ? ??Information gathering Structured Situational Behavioural Stress HypotheticalFailures of Human Judgement? ? ??? ? ? ? ? ?Memory Quick decisions – halo/horns effect Emphasis on negative information Inconsistent evaluation of information Perceptual selectivity Like people like you Stereotyping Information overload Primacy ExpectancyStructured Interviewing????Base questions on job ysis or competence statements Each candidate is asked the same questions Systematic scoring procedure Independent assessment of candidatesInterviewing as a Social Process?? ???Create appropriate physical environment Create appropriate social environment Create and meet candidate expectations Use active listening End the social encounterQuestioning Techniques? ????Open – require fuller answer Closed – straightforward information Probing – follow up for further information or areas of uncertainty Leading – supply the candidate with clues to the best response Multiple – candidate will answer the easiestAssessment Centres?‘An assessment centre is a programme of tests, exercises and interviews designed to measure and assess a wide range of different abilities, skills and behavioural characteristics and potential required for effective performance in the job?Beardwell and Holden, 1994Advantages of Assessment Centres????Allows more time to make an assessment Involves more measures – better predictive validity Projects a professional image Spin offs – e.g.developmental experience for assessorsDisadvantages of Assessment Centres? ??? ?Cost Time Difficult to do Stressful for candidates Need to train assessorsDesigning an Assessment Centre? ?? ? ? ? ?Define competencies Choose tests, exercises and measures – each competency at least twice Training of assessors Pilot the centre Run the centre Feedback EvaluationChoosing the Selection Tests and Exercises? ??? ?Types of techniques available Covering the competencies How many should there be? Buy in or devise yourself? Issues in designEnsuring Competent Assessment?????Familiarisation/ownership of the assessment criteria Assessment of performance criteria not performance in exercises Assessment documentation Independent assessment Training and practise for assessorsPerformance managementDefinitions of performance management‘....The various management processes by which standards of performance are addressed at both the individual and organisational level??..... the use of objective setting and performance reviews via employee appraisal ....?Taylor (1998)Performance managementThe essence of performance management is establishing a framework in which performance by individuals can be directed, monitored, motivated and refinedand whereby the links in the cycle can be audited.(Mabey & Salaman, 1995)Performance Management as an Integrating ForcePerformance Management Reward ManagementImproving Individual and Organisational Performance Improving Managerial EffectivenessDeveloping Skills and Competences (Armstrong, 1996)Performance Management CycleOrganisational Objectives Individual Objectives Performance Review Development and Reward Monitor and ReviewElements Of Performance Management?????Organisation has a shared vision of its objectives which it communicates to all employees. Organisation sets individual performance targets which are related to both operating unit and wider organisational goals. Organisation conducts a formal review of progress towards the targets. Organisation uses the review process to identify training, development and reward outcomes. Organisation evaluates the effectiveness of theCommon Features?Providing Data on Contribution of Human Resources to Strateg作文ic ObjectivesForming a Framework of Techniques to Secure Maximum Achievement of Objectives for Given Inputs??Providing a Means of Checking the Functioning of the Process Links which Deliver Performance Against Objectives(Mabey & Salaman, 1995)Role of Performance ManagementClarifying Business ObjectivesCulture Change ? PRP ? Bonuses ? IncrementsAPPRAISAL Reward SystemsCareer ManagementIndividual or Team ?Performance & PotentialTraining & Development ? Assessment? Succession ? Self-development ? Guidance & CounsellingCriteria for Success? ??? ? ? ? ?Performance-oriented culture Top management support and commitment Appropriate training and development of two way responsibility - line managers - individual employees Utilise appropriate theories of social psychology Administratively Recognise the importance of context Acknowledge practical reality of social processes and power Constant review and evaluation-Obtaining performance dataMixture of performance measures? Output focused- quantifiable, systematic - productivity, quality, targets set and met? Process focused- less quantifiable, subjective - rating, critical incidents reactive? Performance Measurement Curve- shape - need to shiftManaging PerformanceUnderperformers ? causes of underperformance ? ways of improving performance - training - persuasion / coaching / counselling - negotiation - disciplineSuperior Performers ? reward issues ? redesigning roles Acceptable Performers ? impact on morale and behaviourBasic Expectancy TheoryExpectancy External InfluencesInstrumentalityEffortPerformanceValencePersonal CapabilitiesRole of Line ManagerActivities? ? ? ? ?setting clear, manageable and achievable objectives defining and assessing performance standards and competency requirements providing helpful feedback coaching for improved performance managing expectationsSkills? ??giving feedback coaching counsellingRole of HR ManagerActivities ? scheme introduction with senior management ? training and communication ? monitoring and evaluating overall effectiveness Skills ? persuasion ? co-ordinationEvaluation of Assessment Centres?Qualitativeparticipant and assessor feedback Quantitative- inter-rater consistency - inter-exercise consistency - validity?

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