注册 登录  
 加关注
   显示下一条  |  关闭
温馨提示!由于新浪微博认证机制调整,您的新浪微博帐号绑定已过期,请重新绑定!立即重新绑定新浪微博》  |  关闭

I'll always be here.

Memories stay.

 
 
 

日志

 
 

Performance Management  

2009-12-07 20:28:05|  分类: 花中李的英语毕业 |  标签: |举报 |字号 订阅

  下载LOFTER 我的照片书  |
  What is Performance Management? All members of staff within Boots take a keen interest in the methods used by the organisation to reward them for loyalty and hard work. It is generally recognised that the majority of people go to work for a range of reasons but predominant among these is a need to earn a living wage. To an employee, this means being able to pay bills on time, provide the family with a home and sufficient food to follow a healthy diet, and afford luxuries such as cars, holidays and regular entertainment. In the quest for efficiency, a comprehensive process of performance measurement will be central to the fair distribution of rewards. A number of stages will be set up and part of the recruitment procedure will be to gain staff with a high level of commitment to the aims and objectives of Boots. These will be determined by the senior management team and will reflect the nature of the business activity carried out by the firm. From this, the mission statement will be identified and all staff will be encouraged to meet and exceed the levels of the service described by it. From the framework of Boots mission statement, the human resource manager will set up strategies to assist departmental managers to measure their staff performance levels. Each department will identify its own aims and objectives to contribute to the overall effectiveness of the company. The departmental objectives will be directly linked to the activity carried out within it and will then be cascaded down to each member of staff. In some cases, this will at team level where several employees will be expected to make a contribution. Training may be provided to assist individual and team members to achieve their goals. If employees of Boots are to meet their targets, theses targets must be realistic and achievable and the organisation must provide suitable resources to enable them to complete tasks satisfactorily. Boots' staff can easily complete tasks they are competent in performing but, to aid motivation, new tasks can be added to the existing skills and an allowance must be made when this occurs. By discussing these objectives with each employee, Boots departmental manager will be able to make small adjustments to match individual employee capabilities. The aim is to keep motivation levels high so that employees are able to concentrate their energies on achieving their particular targets. If these are unrealistic, this will lead to demoralised staff who knows they will not be able to meet targets and this will lead to unnecessary absences, placing the employee in an even worse situation. Part of the monitoring process will be to see how close Boots staff has to come to meeting their targets and analysing the reasons for non-achievement. This can be done more frequently for staff that is falling behind the set target figures and it will be up to Boots' departmental manager to give encouragement and assistance to the slower members of staff. Confrontation helps no one and it will inevitably lead to resignations and poor performance levels for that particular department. Boots use the appraisal interview on a regular basis as a good source of finding out whether or where employees require help. If a member of staff has not been able to achieve set targets, it could be due to a lack of skills. Boots easily remedy this by giving training and there are many methods available, depending on the nature of the ability to be improved. When Boots feel that its own courses are inadequate of improving individuals motivation it may bring in outside consultants to help improve the situation. Some staff will be encouraged to join college courses, which will be attended after work or an allowance of one afternoon or one evening will be given. Once a training course is finished, the progress of the attendees will be monitored by Boots managers & supervisors to see if they are applying the new skills satisfactorily. Boots realise that at this stage encouragement and extra help are needed for these newly trained employees, otherwise the training received can be lost if the employees do not fully understand what they have just learnt. Being offered training is a method of motivation in itself and Boots claim that staff takes advantage of this additional facility. How motivational theories influence Boots approach to management ================================================================ The ability to motivate employees is central to the role of Boots' supervisors and managers. This is needed both for individual members of staff and, more frequently, for teams in the current working environment where team activities play an important part in departmental operations. The ability to motivate people comes from a greater awareness and understanding of individual behaviour patterns. It is also aided or hindered by the style of management used within Boots as well as the structural parameters designed by the senior management of the organisation. The notion of motivation has been developed over a century of business practice and this has been studied by many theorists in an attempt to discover the perfect solution keeping staff motivated. Boots know that there is no such thing as a perfect solution, of course, because the managers are dealing with human beings, each of whom has a completely unique personality. This means that one solution would not suit all employees and so Boots encourage managers to use a variety of techniques to motivate all kinds of staff. The senior management of Boots assists managers in their duties by providing a series of benefits and rewards for consistent levels of motivation for two reasons: · To allow the manager discretion in the treatment of staff at different levels · To encourage high standards from staff who will be rewarded for their efforts. In addition, if it is recognised that not all employees are willing workers then a series of disciplinary procedures will be agreed for those employees who fail to respond to the encouragement given by the management of Boots. The ideas of several major theorists have contributed to the change in approach taken towards people as human resources within Boots. Theories develop as a result of the weaknesses pinpointed in existing ideas. These are then incorporated into new theories and used as guidance mechanisms for senior management to establish good practice within their operations. Many theories have been established within the last 100 years and it is not possible to consider each one of these. What is important in the study of motivation are the key names that have influenced, not only Boots' approach to management, but also the majority of other organisations. Four major theories have remained at the forefront motivational techniques and each one is linked to a different style of management. They are: · Abraham Maslow · Frederick Winslow Taylor · Douglas McGregor · Frederick Herzberg. Abraham Maslow's hierarchy of needs Maslow's theories of motivation have been popular since the 1950s and are based on meeting people's needs in the workplace. The theory suggests that unsatisfied needs can lead to dissatisfaction. Maslowâ
  评论这张
 
阅读(148)| 评论(0)
推荐

历史上的今天

在LOFTER的更多文章

评论

<#--最新日志,群博日志--> <#--推荐日志--> <#--引用记录--> <#--博主推荐--> <#--随机阅读--> <#--首页推荐--> <#--历史上的今天--> <#--被推荐日志--> <#--上一篇,下一篇--> <#-- 热度 --> <#-- 网易新闻广告 --> <#--右边模块结构--> <#--评论模块结构--> <#--引用模块结构--> <#--博主发起的投票-->
 
 
 
 
 
 
 
 
 
 
 
 
 
 

页脚

网易公司版权所有 ©1997-2017