Human Resources Management (HRM)
Topic: learning and development: performance review
Hi
I have included all relevant instructions in the “instructions” file. please it is fundamental that all instructions are followed 100% as this is worth 50%.
Referencing need to be harvard and journal articles only. it needs to be recent that is 2006 to most recent and please I have had a previous issue with referencing not being dated accurately so please make sure it is recent and dated accordingly.
also i have included a copy of all relevant files for the company’s current perfromance review so that the writer can analyse that for the recommendations . and i have also included a few articles that the writer may want to use if not please the writer is to use articles Australian based and of google scholar thanks !!!
FINDING, MAKING AND TAKING YOUR ROLE
In talking about role, we are not thinking in terms of a person’s position
description or job description. Our understanding of role is that it is the
patterning of ideas by which a person organises their behaviour in relation
to the specific situation. It is about how I, as a person, behave in relation
to the system – and contribute to it through my role.
… Role is subject to changing pressures – like a candle flame constantly
changing shape but continuing to provide light. In a changing context, the
person-in-role is rather like a yachtsman trying to sail from A to B; he
knows where he wants to arrive, but must constantly adjust rudder and
sail to cope with and exploit the vagaries of wind and tide.
(Quine & Hutton,1992, p. 2)
According to Quine and Hutton (1992) occupying a role is more complex than merely
understanding a position description. They describe three common stages essential to
fully inhabiting any role. The concepts and questions outlined below will assist you
explore your role within the DEPI context:
Finding The Role
Developing an understanding of the organisation as a whole
o How can you develop your understanding of:
o the opportunities and challenges presented by DEPI’s formation?
o the Department’s strategic priorities and challenges?
o the external environment within which DEPI operates?
o What is the desired culture and practices you are working toward?
o What are the capabilities and challenges for leaders and staff?
Understanding your own role transition
o Ask: What’s needed of you?
o How is your current role different from your former role? What do you need
to change and leave behind?
© CLE Consulting Australia www.cleconsulting.com.au Page 2
Making The Role
How can you take ownership of DEPI’s strategic aims and objectives
o What role do you have to play in achieving DEPI’s strategic priorities and
aims?
What is the overlap between what you bring to the role and the
environmental demands
o What are your skills, aspirations, feelings?
o What are the expectations and attitudes of others (e.g. your manager, your
stakeholders and your staff)?
o How can you make the role your own?
How can you frame your role in a way that is mindful of cultural and historical
context and current challenges?
Taking The Role
What decisions and actions will you take based on your understanding?
How will you behave?
o Are you authorised to undertake what you envisage?
o Who will you liaise and work with to achieve your goals?
Continuously observing impacts and adjusting your approach.
o What results are being achieved?
o How are people responding to your contributions?
o What culture are you embedding?
According to Quine and Hutton we experience and struggle to make sense of our roles
by noticing (in relation to the institution as a whole):
what is happening to you
what you are feeling
how people are reacting
what the impacts and effects of your decisions
Adapted from Quine, C. and Hutton, J. (1992) Finding, Making and Taking The Role of Head The Grubb
Institute
ROLE ANALYSIS
Reflect on your new role within DEPI. Think about:
A. Individual Factors: what you bring to the role – your personal strengths, interests and expertise.
B. Systemic Factors: organisational priorities, emerging needs and opportunities, the industry and commercial context.
THE
AUTHORISED
ROLE
THE SYSTEM
Organisational
priorities, emerging
needs and
opportunities
Organisational
perception of your
role
THE INDIVIDUAL
Personal strengths,
expertise and
interests
Individual and
personal attributes
and preferences
ROLE ANALYSIS WORKSHEET
INDIVIDUAL
Skills, Attributes, Preferences
THE
AUTHORISED
ROLE
THE COMPANY
Organisational Priorities and
Needs
