Managing Employee Performance and Reward †MyAssignmenthelp.com

Question: Discuss about the Managing Employee Performance and Reward Concept. Answer: Introduction: Human resource Management (HRM) is an important function of an origination which is designed to improve the efficiency and productivity of the employees. It consists of all the activities relating to human resource and people (Mathis, Jackson and Meglich, 2016). It includes staffing, recruitment, training and appraisals of the staff. The present report is based on Winch-It Company which is planning to expand their business overseas. The Board wants to adopt a cautious approach and they want to understand all the issues related to business expansion including HRM in international business. The report focuses on the type of organizational structure, cross cultural management, performance management and staffing options of Winch-It Company. Type of organizational structure for overseas operations Winch-It Company has performed well in the domestic market. It is important for them to expand their business to other countries as well. They have already captured the domestic market and there is limited scope left in it (Shields, Dolle-Samuel and Plimmer, 2015). International market will give them ample of opportunities to grow and develop their business. But it is difficult for a company to decide its organizational structure and it becomes more complex during international expansion. An effective organizational structure can improve the efficiency and performance of the company in global market (Jabbour and de Sousa Jabbour, 2016). Winch-It Company should adopt a Global Functional Structure in their overseas business. They can appoint a CEO which will take care of the business in the foreign country. The Board is also interested in international expansion. But they should not use One of their own strategy. They should appoint a CEO who is a resident of the country. He should und erstand the needs and preferences of the people. It will allow the company to adapt to the business environment and perform better in their business. A Global Functional Structure is suitable when the company has few products (Beadles, Aston and Johns, 2015). It involves horizontal integrated organizational structure. For example, McDonald and Pepsi follow this structure in different countries. The Chief Operating Officer is responsible for coordination and integration of different activities in the business. Winch It Company should adopt this structure and leave all the decision making to the top level management in the particular country. The functional heads will fulfill their roles and responsibilities using a tunnel vision orientation (Abdullah and Zulkifli, 2015). They are advised by top level management for implementation of change or improvements. Global functional structure is recommended to Winch-It Company because it will help them to manage their domestic as well as inte rnational business in an effective manner. The main advantages of Global Functional Structure for Winch-It Company are: Reduction in overheads Clearly defined career path for the employees. It is the best suited structure for international expansion (Shields, Dolle-Samuel and Plimmer, 2015). Economies of scale due to functionally based organisation Central HRM function can serve the entire organisation effectively. Standardized policies, procedures and practices. Cross cultural management approach for Winch-It Cross cultural management is essential for international expansion (Salas, Shuffler and Lazzara, 2015). It will help Winch-It Company to adapt to the business environment of the country. They will be able to provide more customized products and services to the people. Winch-It Company should adopt individualized communication approach in international market. It will allow the company to understand the market conditions and they can make changes in their strategies according to it. This approach will be helpful for the company in their communication and promotional campaigns. They will be able to develop their knowledge and understanding about cultural diversity (Shields, Dolle-Samuel and Plimmer, 2015). Furthermore, they can improve their problem solving skills by avoiding cross culture miscommunication. Some common issues faced due to ineffective cross culture communication: Inability to adapt to different business cultural expectations Lack of planning in business approach which takes long time for business to adapt (Abdullah and Zulkifli, 2015). Problems in decision making and negotiation. Lack of trust in the company. Winch-It Company should provide training to their employees so as to ensure better communication and high performance. They should be able to develop relations with other members of the company as well as the customers (Mathis, Jackson and Meglich, 2016). The entire business should be customer centric and all the decisions should be taken accordingly. Winch-It Company can uses Hofstedes cultural dimension theory to understand cultural dimensions. This will allow them to identify various factors such as degree of individualism, power distance, masculinity and uncertainty avoidance. HR team should promote cultural diversity in the company. HRM policies have to be developed so as to manage cultural diversity in the company (Importance of HRM. 2016 ). Communication plays a vital role in the success of a business. Winch-It Company has to maintain effective communication with the stakeholders as it is important for new overseas venture. Winch-It Company has to adopt international staffing strategy in their overseas operations. The HR policies and staffing procedures should be according to the business environment of the overseas market (Beadles, Aston and Johns, 2015). The company should not adopt the same HR policies which they have implemented in the domestic market. They should give freedom to the overseas business so that it can frame its own HRM framework. The Board of Winch-It Company wants some of their people to run new business. They can adopt this strategy but they have to ensure diversity in their foreign business. They should use ethnocentric approach in which the people from home country lead the foreign company (Huang, Zhu, 2016) . It will help them to establish the same corporate culture in the other company. But this approach has many disadvantages which will affect the company and its operations. Instead of this, they should use Polycentric approach in their overseas company. It will fulfill the de mand of the board as well as the objective of the business. Winch-It Company has to appoint a home country senior as well as foreign country senior. The host country official will get the support from the foreign executive (Latorre and et.al, 2016) . It will reduce complexities in the business and the company will be able to adapt to the changing needs of the overseas market. Therefore, the best staffing option for Winch-It Company is to adopt Polycentric approach. It includes senior management from both domestic and foreign country. They take all the decisions together keeping in mind the requirements of the overseas market. Apart from this, they should maintain cultural diversity in their company. Performance Management issues in overseas business Winch-It Company should monitor the performance of overseas business. They have to bring changes in it at regular intervals to remain competitive in the foreign market. Effective performance management helps the employer to communicate the objectives and results of the business to the employees (Shields, Dolle-Samuel and Plimmer, 2015). But there are certain issues which Winch-It Company should consider before expanding their business: Development of strategic plan: Winch-It Company should develop right metrics according to the strategic plan of the organisation. Many companies fail to establish a balance between short and long term goals of the company (Beadles, Aston and Johns, 2015). The company should develop plans for domestic as well as foreign business. They should include foreign officials in the designing and planning stage. The performance of the business should be reviewed at regular intervals and corrective measures should be taken in case of any discrepancies. Problems in standardized tools and techniques: Performance management includes tools such as productivity, efficiency, profits, revenue generation etc (Mathis, Jackson and Meglich, 2016). Apart from this there are also qualitative parameters for employees such as leadership, judgment, motivation etc. The main issue is to decide whether the domestic and foreign business will have the same performance parameters or not. Performance is also dependent on economic indicators and different methods adopted in the country (Salas, Shuffler and Lazzara, 2015). It is recommended for Winch-It Company to create different performance indicators and performance management criteria for the overseas business. It will help them to manage it effectively. They should expand their business to new markets but they should make significant changes in their operations according to the need of business environment. Conclusion It can be concluded form the above that Winch-It Company should expand their business overseas. It will give them more opportunities to improve their business as well as customer base. They should use Global Functional Structure in their international business. Furthermore, they should use cross-cultural management to understand the values, attitude, behavior and preferences of the people. They have to made relevant changes in their services and products so as to meet the expectations of the customers. A centralized HRM system will help them to manage their human resource efficiently. Furthermore, international staffing method will help the company to become a global corporation. All the HRM policies and procedures should be localized to meet the requirements of overseas business. References Abdullah, L. and Zulkifli, N., 2015. Integration of fuzzy AHP and interval type-2 fuzzy DEMATEL: An application to human resource management. Expert Systems with Applications. 42(9). pp.4397-4409 Beadles, I.I., Aston, N. and Johns, K., 2015. The impact of human resource information systems: An exploratory study in the public sector. Communications of the IIMA. 5(4). p.6. Huang, X., Zhu, Y. 2016. Cross-Cultural Management and HRM. In Managing Chinese Outward Foreign Direct Investment (pp. 122-139). Palgrave Macmillan UK. Importance of HRM. 2016. [Online]. Available through: https://www.humanresourceexcellence.com/importance-of-human-resource-management/ [Accessed on 23th April 2017]. Jabbour, C.J.C. and de Sousa Jabbour, A.B.L., 2016. Green human resource management and green supply chain management: Linking two emerging agendas. Journal of Cleaner Production.112. pp.1824-1833. Latorre, F. and et.al, 2016. High commitment HR practices, the employment relationship and job performance: A test of a mediation model. European Management Journal. 34(4). 328-337. Mathis, R.L., Jackson, J.H. and Meglich, P., 2016. Human resource management. Nelson Education. Salas, E., Shuffler, M.L. and Lazzara, E.H., 2015. Understanding and improving teamwork in organizations: a scientifically based practical guide. Human Resource Management.54(4). pp.599-622. Shields, J., Dolle-Samuel, C. and Plimmer, G., 2015.Managing Employee Performance Reward: Concepts, Practices, Strategies. Cambridge University Press. Managing Employee Performance and Reward – MyAssignmenthelp.com Question: Discuss about the Managing Employee Performance and Reward. Answer: Introduction The report is prepared to discuss about the work design pilot at CERA considering the various human management practices within the organization. It is important to provide advice to Rachel Amaro for ensuring proper designing of jobs to support innovative behavior as well as ensure that the human resources are managed properly. Civil Engineering and Research associates or CERA was founded in 2007 and its vision is to become one of the most established go-to consulting companies within the civil construction industry in Australia. CERA is one of the major engineering and research associated Consultancy Company that has managed to provide the best quality consulting services to the construction and engineering company to make sure that good quality infrastructures are built. The topic will demonstrate the work design pilot will be prepared that is to be prepared at CERA. By maintaining a proper work design, it will be easy to ensure workforce planning and recruiting the individuals fro m different backgrounds and from different fields of knowledge, because of which, it will be easy to share and exchange opinions and ideas at CERA. The issues related to the lack of filling the job roles and not being able to employ the right candidates will be illustrated along with the forecasting of human resources to provide supplies according to the demands of workforce. The proper human resources management and its practices to enable creativity and innovation will also be included in this report. CERA is quite clear about its vision and strategic goals with the involvement of both Mark French and Kellie Lincoln. To differentiate itself from others within the industry, the company has decided to bring innovativeness and manages orientation of services through enhanced design and engineering. One of the major issues faced by the company could be the lack of proper workforce planning or human resource planning, due to which the organization suffered in several areas and even faced complexities in responding to the external environment within quick time. Thus, there was necessity to develop an appropriate work design pilot considering the external market data and information based on the potential demands along with the checking of feasibility (Armstrong Taylor, 2014). The designing of work pilot also could include considering the numbers of inventories, skills and demographics within the present staffing process, which would combine the statistical methods and expert judgments for running a much more detailed workforce planning with the involvement of both the Planning and Engineering divisions (Alfes et al., 2013). The forecasting of human resources should be done along with effective recruitment, replacement and employee retention strategies for maintaining a strong workforce and straightforward labor supply. It is the roles and responsibilities of the HR manager of CERA to ensure that the demands of labor supply are met and their skills and abilities are identified (Jackson, Schuler Jiang, 2014). One of the major ways to do is the utilization of gap analysis technique where the HR managers are assigned with the roles of predicting the labor demands in the future and compare those with the available skills and abilities of the individuals working for CERA (Anderson, Poto?nik Zhou, 2014). As soon as Rachel would understand the benefits of the employee performance measurement or appraisal, she would likely create a positive work culture within the workplace, which can provide better working conditions for the employees (Ma Prieto Pilar Perez-Santana, 2014). Rachel wants a creative workplace w here the employees do possess extensive creative and thinking abilities and can handle tasks with ease. Job analysis The analysis of jobs was done to identify the positions that were left to be filled with candidates even make sure to engage the candidates properly during the recruitment and selection process. The job analysis must include considering the job roles, qualifications required to get selected for the job role and finally ensuring that the job requirements are met. The measurement of the performances of the workers is also important for gaining knowledge about the appropriate management of HR planning and creates job designs in such a manner that it supports the innovative behaviors within the workforce. The actual performance and the performance that has been desired in the future should be identified as well for ensuring that the gaps are overcome and the organizational efficiency could be improved as well. The gaps of employees would be identified with the use of transitional matrix analysis, which could make the HR mangers prepare sound designs for work to accomplish the aims and ob jectives of the organization as well as bring innovation all throughout (Marler Fisher, 2013). At CERA, there was shortage of labor, due to which there was a huge gap between the human resources available and the actual demands in the workforce. The jobs should be designed in such a manner so that more and more candidates are attracted and even the existing employees must be retained for providing long-term solutions to the business problems. To keep the workforce production, innovative job designs should include creating a good working environment consisting of a good culture so that the employees could be kept satisfied and encouraged to perform to their potential. The implementation of advanced technologies should also be considered as a major aspect of designing innovative jobs for reducing the work load of and enhance the production capabilities and reduce the costs of operations managed by the workforce too (Nankervis et al., 2013). The employees must be provided with proper training and developmental sessions for enhancing their skills, attributes and necessary knowledg e gaining abilities while working for the company. This is how the issue related to the shortage of human resources at CERA would be overcome with ease and effectiveness. The job designing process is the main cause of job satisfaction for the employees and managing the aggression of lack of commitment of the employees that may be arising due to the regular and same kinds of job responsibilities. Designing a job role properly would assist the HR manager to create satisfaction among the employees as well as keep them motivated and encouraged to tackle the job related challenges and roles with much ease and convenience. Motivation would be possible through better compensation and wages structure while designing the jobs and this would automatically interest among the employees, enhance the level of coordination and promote better teamwork (Kehoe Wright, 2013). A job design should also include defining the work processes clearly and setting up good working hours to make the employees feel valued at CERA, which could even drive their potential to work with more dedication. It is essential to make Rachel Amaro informed about the changes in the new job desi gn for supporting innovative behavior and at the same time measure the performances of employees to check for any areas where they might be weak (Shields et al., 2015). Job designing methods There are four major techniques required to prepare an effective job design and these are as follows: Simplification of work: Here the jobs are designed for filling the vacancies within the department managed by Rachel. The job is simplified by breaking it into smaller sub tasks and each of the tasks are allotted to a specific individual. The individual can gain proficiency and skills in doing the similar kind of task repeatedly. The work simplification requires minimum effort and money while training the individuals because of the need of low level skills. Job rotation: The employees are needed to move from one job to another without changing their roles and responsibilities. Though the individual performs different types of tasks, still those are of the same nature and similar kinds of aspects are involved. The level of skills and knowledge is increased and the employees will become competent enough in different kinds of tasks (Ozguner Ozguner, 2014). Job enlargement: It recreates the job role by adding more tasks to the job, which creates more scopes for the employee to excel in his career. The employees will feel more interested through motivation and encouragement by the leaders, which can allow for committing fully to the business efficacy. Job enrichment: Motivation of jobs is possible through job enrichment where motivating factors are added to the job and the employees will perform to this potential. It will also make them capable of handling critical issues and challenges, thereby acquire opportunities to grow and provide useful ideas and opinions for the improvement of outcomes for CERA (Kramer Thayer, 2013) The Herzbergs theory demonstrates the motivation and hygiene factors that are responsible for motivating the workforce and making the employees perform to their potential as well. Various factors could be considered such as opportunities for learning and growth, safe and good working conditions along with providing them with both monetary and non-monetary rewards for their performances within the workplace (Malik Naeem, 2013). There are various factors that can decrease the motivation level and morale of employees such as lower wages paid to them, inaccurate organizational policies and lack of safety and good working conditions within the workplace, which are also considered as hygiene factors. The humanistic approach to job designing could not managed at CERA would both raise the morale of employees as well as maintain the organizational values and ethics within the organization with ease and effectiveness (Yusoff et al., 2013). Motivational job design The motivational job design is implemented to make sure that the job roles and responsibilities are planned in such a manner so that the employees remain satisfied (Todorovi?, Mitrovi? Bjelica, 2013). The job designs at CERA are managed to allocate the tasks to the individuals and groups specifying about the methods, content and relationships of jobs for fulfilling organizational and technological requirements along with the satisfaction of the employees working at CERA. The job designs should include additional benefits and rewards to the employees for performance enhancement and accomplishment of organizational goals. Both monetary and non-monetary rewards could be included in the job designing approach for facilitating the motivation level and encouraging them to work harder. Taylorism could be an effective way of managing motivational job design and enable creation of a standard method at CERA for each of the job roles, This would also include providing training to the workers a nd supporting them to perform to their potential with the enhancement of their skills, knowledge and expertise. The socio technical systems approach should also allow for designing the job according to the goals and objectives of the organization. The employees must be engaged altogether in preparing the design of the job role, which should also help in controlling the variances in production or service centered benefits. The job design should not only ensure high quality working life, but could also assist in the adaptation to changes and handling the pressures within the changing environment of the organization. It would ensure that the programs and initiatives are implemented as designed in the job roles, furthermore analyze the insights to achieve better outcomes. The progress achieved should be communicated along with the success rate both internally and externally and the efficiency of the program would allow for rigorous program evaluation too (Choi, 2014). The motivational job design enables creating a job role for the employee that can keep them satisfied and encouraged to work for the company and deliver his best. The job designing is done in such a manner, so that the various features will benefit the employees and make them feel interested to perform to their potential. It could allow the individuals to present their new and innovative ideas that may be beneficial for the company in terms of production, growth and higher profitability. The working life quality would tend to improve and thus create better scopes and opportunities were created for the employees to show their innovative skills and behaviors, which should enhance the business functioning efficiency and derive positive outcomes. Job enlargement and enrichment There are also job enriching and job enlargement approaches that can influence the level of motivation and satisfaction of employees. The job enlargement procedure, as the name suggests allow for providing additional responsibilities to the staffs working at CERA and creating enough scopes and opportunities for them to obtain better skills, knowledge and expertise to perform to their potential. The existing employees of the organization would also be able to master the required skills and evolve in better learning and knowledge acquisition to achieve the desired objectives. On the other hand, the job enriching procedure means creating better working conditions and allowing to enhance the skills of the staffs for handling critical and challenging tasks with ease (Battistelli, Montani Odoardi, 2013). There would be positive relationships between the characteristics of the job and responses of the employees, which could further bring variety of skills and make them identify the importa nce of the tasks and even provide feedbacks regarding the job. The HR manager must play a major role in managing designs of the jobs and create a flexible structure so that the employees could adapt to the changes and perform efficiently as well (Cera.org.au, 2018). The Job Characteristic model or theory could determine the impact of characteristics or features of a job affecting the job outcomes such as enhanced level of job satisfaction and keeping the employees engaged within the department managed by Rachel. The major characteristics could be the variety of skills, tasks variety, significance or importance of task, autonomy and feedbacks obtained from the staffs regarding the job roles. By obtaining the feedbacks, necessary changes are to be done at the departments for improving the workplace efficiency and creating satisfaction among the workers regarding the job roles and job related benefits (Zefinescu et al., 2015). The model can enable recreation or redesigning of the jobs to prevent repetitive work and posting different challenges for the employees. Based on the job enrichment techniques and job characteristics model, it would be effective for managing self recognition, enhanced roles and responsibilities, managing growth and providing better benefits, scopes and opportunities for improving their level of morale ad satisfaction. The job enrichment can improve the job design efficiency, which will improve the production level, reduce the turnover ratio and even lead to better job satisfaction (e Silva Costa, 2013). Due to this, the employees shall be motivated and encouraged to perform to their potential at CERA. Challenges of motivational job design The challenges and issues faced were increased number of tasks, which might enhance the level of complexity, providing enough benefits could often result in gaining freedom and the employees performance might be deteriorated. Few other challenges were variety of tasks, which may be difficult for the employees to manage due to the lack of skills in certain areas. Based on the weaknesses of the employees, the training and developmental programs would be structured as well with the use of this system for enhancing their skills, knowledge and expertise. Therefore, all these aspects of human resource management must be understood by Rachel Amaro to design jobs within her department and support innovative and creative behaviors all throughout (Li, 2013). Few other issues of motivational job design could be complexities arising while revising the tasks, sharing of jobs, alternative work patterns and techno stress. It is advisable that the job designs are created by aligning with the benefit s that can be achieved by the individuals to reduce the workload and make them influenced to perform efficiently. Working from home sometimes could lead to boredom and not getting the perfect working conditions, which might create discomfort. Conclusion The report was developed for managing the work design pilot at CERA to improve the human resource management practices as well as make Rachel Amaro understand the ways by which the job designs could bring innovativeness. The work design pilot would be needed for managing growth and development and even would meet the labor demands through the combination of statistical methods and judgments made by the experts. Few of the issues faced by CERA were lack of labor supply, inappropriate management of working conditions and inability to fill the positions for certain job roles within the workplace. To promote innovation and creativity, suitable job designs were required along with the analysis of gaps of employees. This should ensure successful innovative behavior and provide the workforce with high power and autonomy. Measuring the employee performance would be essential for achieving the desired positive results and at the same time, facilitate creative and innovative decision making by the employees. Lastly, the implementation of human resource management information system could create better working conditions and allow for the creation of better job designs to promote innovation and creativity at CERA, Australia. References Alfes, K., Truss, C., Soane, E. C., Rees, C., Gatenby, M. (2013). The relationship between line manager behavior, perceived HRM practices, and individual performance: Examining the mediating role of engagement. Human resource management, 52(6), 839-859. Anderson, N., Poto?nik, K., Zhou, J. (2014).Innovation and creativity in organizations: A state-of-the-science review, prospective commentary, and guiding framework. Journal of Management, 40(5), 1297-1333. Armstrong, M., Taylor, S. (2014). Armstrong's handbook of human resource management practice.Kogan Page Publishers. 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