Human Resource Management
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Employees Productivity
Name
Date
University Affiliation
Employees Productivity
For an organization to achieve its goals, it is essential to have a high performing labor force working as a team to realize the goals of the firm. High performing
employees have high productivity and contribute positively to the growth of the company which led to attainment of organization goals. However, low performance
threatens the achievement of the goals of an organization. The following is an analysis addressing what impacts the performance of employees and the actions to be
taken to those who are underperforming.
The motivation of workers impacts them positively as they are encouraged to proceed with their efforts. They feel encouraged and appreciated for the work they are
undertaking in the organization. Motivations inform of salaries, allowances and commissions are vital in boosting employee’s performance. Giving employees short leaves
and holidays motivate them. Motivated employees work very hard to attain the goals of the company hence leading to an improvement in their performance (Wright,
Christensen & Isett, 2013). The employees feel to be part of the organization and therefore tend to give their best. When Noble Company had few employees, they all
knew what to do and possessed a family feel. The lack of a human resource department in the company made the employees lack a personal touch and therefore felt
demotivated.
A human resource department makes a follow up about the welfare of the employees and the absence of this department in Noble Company was detrimental to its employees’
performance Engaging the employees also improves their performance as they feel to be part of the company (Kong, 2009).
Diversity in employees create good performance in the extra ordinary tasks that involve creativity such as product development, penetrating new markets as the
diversity brings in fresh ideas and new innovations. The new employees bring fresh ideas that assist the company in enlarging its customer base. Their efforts
complement each other and therefore the overall performance of each employee will increase. The teamwork created enable employees to work together and give their best
without any personal conflict. Teamwork in an organization also attracts the best employees for the job which in turn lead to high performance. For instance, Noble
Transportation Company was small when there were less than ten employees but when the number of employees was increased, the company has been providing the best
transport services, has an excellent customer reputation and has experienced consistent revenue growth. This has been as a result of hiring different employees with
different skills in various fields. Team work and diversity increases employees’ performance (Curşeu, & Pluut, 2013). However, some employees may feel to be left out
in the team’s activities and therefore underperform to frustrate the hard work of the team. These kinds of employees should be transferred, demoted or retrenched.
Performance of the employees might be evaluated using the performance improvement plans. This tends to put the employee in toes so as to improve his performance
towards attaining the organization goals. Through this plan, the non-performing employees are often identified. It is set in writing to accommodate the acknowledgement
and acceptance of the employee which may afterwards be followed with disciplinary actions (Sabol and Wittmann, 2005). The performance improvement plan may have the
state performance that is to be improved. It can also state the expectation of the level of work performance. The Performance improvement plan also entails the support
and resources to be provided to the employee. The meeting times indicating the person to meet and where or how often should be included. The parameters to be measured
should be considered. Consequences following the failure of meeting the performance standards should be highlighted. The performance plans serve as a motivator to the
employees. It guides them in identifying the areas where they are failing and help the employees improve on their weaknesses. Therefore, the performance improvement
plan increases the productivity of the employees.
The performance improvement plan should have clear objectives setting out the expected improvements. The objectives should be measurable, specific, accurate, relevant
and time bound. An organization should set a quality standards department to be carrying out the task of ensuring that all employees perform as expected. This
department can be incorporated in the human resource department. The action plan should be reviewed by another department for evaluations. The supervisors in this
department should present the improvement plan in person to the employee. The supervisor should clearly give a lay out about the areas of improvement (Langley, Moen,
et al, 2009). The supervisor can modify the plan after receiving the employees input and feedback. The supervisor and employee should then sign the form. The
supervisor and the employee should meet regularly as stipulated in the plan form.
The progress towards objectives of the plan should be discussed. The employee should be given time to ask questions and seek clarifications. The employee should be
provided with the essential tools and training that he requires. At the end, if the employee fails to commit himself to the plan, or his performance worsens, he should
be subjected to demotion, transfer or termination of the employment. However, if the employee shows some improvement but due to one reason or another is unable to meet
the objectives, the plan can be extended. Improvement plan tend to increase the performance of the low performing employees. The absence of the human resource
department in the Noble Company made it unable to implement the performance plans.
In conclusion, the employees’ performance depends on teamwork, diversity and the performance improvement plans. Teamwork is vital to high performance while performance
improvement plan shapes the performance of the employees. Active engagement between the supervisors and the employees also boost their performance.
References
Curşeu, P. L., & Pluut, H. (2013). Student groups as learning entities: The effect of group diversity and teamwork quality on groups’ cognitive complexity. Studies in
Higher Education, 38(1), 87-103
Kong, Y. (2009). A study on the job engagement of company employees. International Journal of Psychological Studies, 1(2), 65.
Langley, G. J., Moen, R. D., Nolan, K. M., Nolan, T. W., Norman, C. L., & Provost, L. P. (2009). the improvement guide: a practical approach to enhancing
organizational performance. John Wiley & Sons.
Sabol, D. M., & Wittmann-Price, R. A. (2005). Get creative with performance improvement plans. Nursing management, 36(8), 16-19.
Wright, B. E., Christensen, R. K., & Isett, K. R. (2013). Motivated to adapt? The role of public service motivation as employees face organizational change. Public
Administration Review, 73(5), 738-747.
.
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Nobel Transportation Company
CASE STUDY SUMMARY
NTCo is a domestic trucking company specializing in the transportation of steel.
NTCo was established six years ago by W.Nobel to address the growing need for consistent, reliable steel transportation services between steel manufacturers,
distributors, and end-users. The company found huge success due to the owner’s knowledge of the trucking industry, strong business acumen and ability to effectively
establish and maintain key relationships.
NTCo identified six clear strategic goals during its recent strategic planning session including:
1. Leverage corporate reputation and brand recognition to expand current transportation services in new markets by 50% by Q3.
2. Introduce new transportation service offering to capitalize on green and clean energy construction markets.
3. Increase customer retention and set “best in class” customer service standards.
4. Continuously broaden customer database by obtaining new information on consumer characteristics and needs.
5. Increase efficiencies through the use of wireless or virtual technology.
6. Increase charitable giving opportunities.
ORGANIZATIONAL STRUCTURE
NTCo currently employs 50 full-time and part-time employees. These employees are primarily located in the Midwest United States. The following outlines NTCo’s
organizational chart.
In addition to its full and part-time employees, NTCo relies heavily on Owner-Operators or truck drivers who own and operate their trucks and are not employees of the
company, instead serve as contractors.
ORGANIZATIONAL CULTURE
Early on when the company had less than ten employees, W. Nobel prided his organization on possessing a “family feel” where everyone knew what to do and knew each
other. However, as the business expanded into other states, the organization lost its “family feel” and evolved into more of a corporate environment.
NTCo’s culture is one of silos, poor internal communication, minimal accountability, and decentralized supervision. In other words, respective Directors are only
concerned with the performance of their department, with little or no regard for other departments. Also, there is notable variation between how one area is run versus
the way another is run. Additionally, NTCo’s mission statement is vague and ambiguous, “To be the best.”
From a human capital perspective, recruitment plan in place, employee feedback is inconsistent and often, employees are not clear on expectations for their job.
Employees are not well informed of organizational goals, and there is no clear connection between employee performance and organizational performance.
ORGANIZATIONAL ASSESSMENT
While NTCo ishas many good attributes such as being a major provider of transportation services, has an excellent reputation with customers, has experienced consistent
revenue growth since its establishment and has many high performing employees, .However, the organization has several areas of opportunity for development. Currently,
there is no one person or department overseeing Human Resources functions. The CEO in conjunction with the Director of Administration relies on employee and customer
references to identify and acquire talent. While this ideology worked while the organization was small, as the company grows W. Nobel has a concern that there is no HR
infrastructure in place.
There are several tools in place as a result of a previous consulting engagement such as job descriptions and a compensation structure; .Neverthelesshowever, there is
little else existing to address the employee lifecycle (on-boarding, through flow, and off-boarding). The company does not have a human resources manager and most of
the HR functions are outsourced.
.
Due to the absence of a role to focus on human resources, as well as the absence of an employee evaluation tool, supervisors do not know exactly what to do about
several employees who according to the supervisor, “just isn’t hitting the mark.”
ASSIGNMENT
NTCo has hired you as an HR Consultant to assist in identifying a realistic plan to address several issues. NTCo is asking that you develop a comprehensive action plan
and plan tools inclusive of:
Development of a performance appraisal tool (Module 2).
Development of a developmental plan to create a competitive workforce (Module 3).
Development of a Performance Improvement Plan (PIP) for low-performing employees utilizing a 6-step model (Module 4)
Create a paper and PowerPoint presentation action plan addressing the workforce issues facing the company (Module 5).
Employee name:
Position:
Supervisor name:
Department:
Date of completion:
Review and completion by supervisor:
Supervisor instructions: The supervisor should give the form to the employee undergoing performance appraisal, the employees should complete the performance appraisal
and hand it back to the supervisor within the shortest time. Upon receipt of the performance appraisal form, the supervisor should complete his required section and
hand the form back to the human resource leader.
Employee instructions: The employee undergoing assessment should complete and return the self-assessment to the supervisor; the employee is also free to discuss any
sections with the supervisor.
Rating scale
1. Unacceptable ( fails to meet standards)
2. Needs improvement (Frequently fails to meet expectations)
3. Satisfactory (Generally meets set standards)
4. Outstanding (exceeds outlined standards)
5. Excellent (consistently meets standards)
Section one, personal competency
Supervisor guide:Personal competency is a core aspect of emotional intelligence at the company; all employees must display adequate personal competency skills that
include self-awareness, self-regulation, and self-motivation.
Self-awareness is the ability to understand one’s talents and weaknesses, employees who have self-awareness know their limits and have a clear idea of the areas where
they need improvement. Employees with self-awareness also display self-confidence because they know whether they can do a job based on their understanding of their
abilities(Dong, Seo, & Bartol, 2014).
Self-regulation is also a core component of personal competency; regulation involves the discipline needed to control oneself(Dong, Seo, & Bartol, 2014). The job
exposes employees to many temptations, ideal employees must display discipline in handling responsibility assigned to them by the company. Self-regulation enables the
company to trust the employee.
The third component of personal competency is self-motivation, employees must display the drive needed to accomplish tasks, even in the face of challenges. In
assessing self-motivation, the supervisor must look out for imitative, commitment, optimism, and the desire to achieve more.
Section two, social competency
Supervisor guide: Social competency is also a key part of emotional intelligence. Social competency has two key aspects; these are empathy and social skills.
Ideal employees must have good empathy; because the job involves interaction with other employees, the ideal employee should be highly aware of the feelings and needs
of others. Empathy among the employees of the organization enables them to achieve a synergy where their efforts complement each other(Dong, Seo, & Bartol, 2014).
The second core component that the supervisor should look out for is social skills. Social skills are crucial for survival in the company. Good social skills in an
employee include the ability to manage and influence others. Employees must also be good team players who have the ability to build close relationships with colleagues
and leverage these relationships into achieving goals(Dong, Seo, & Bartol, 2014).
Employee signature:
Date:
Supervisor signature:
Date:
References
Dong, Seo, & Bartol. (2014). No pain, no gain: An affect-based model of developmental job experience and the buffering effects of emotional intelligence. Academy of
Management Journal, 57(4), 1056-1077.
Hiring
Student’s Name
Institution Affiliation
It is important for an organization to align the strategic goals with the human capital competency. It is never easy to implement the workforce strategies in the
organization. Most organizations put more effort on the hiring and training of the employees without putting much emphasis on succession planning. Aligning the
strategic goals with human capital enables succession planning that is imperative for developing and maintaining the organizational success. Succession planning in the
organization leads to the development of strong organizational leadership. Strong leadership, in turn, leads to increased competencies and skills of the employees who
can manage the organization towards achieving the stipulated goals. Aligning the organization’s strategic goals with the human capital requirements supports the
leadership transition and smooth running of the organization. It is imperative to align the organization’s strategic goals with the human capital competency
requirements so as to understand job-specific competency modeling that supports the development of an efficient performing workforce that understands every bit
required to succeed in the job (Armstrong & Taylor, 2014).
Aligning the strategic goal and the human capital requirements in the organization helps in the creation of an organization that understands its available
competencies. Aligning the organization’s goals and the human capital also translates directly to the workforce competencies and the job profiles of the employees. The
alignment is also critical for the business and human resource interventions required to sustain and grow the organization. The alignment helps in understanding how
the organizational-level competency defines the unique strengths of the individual employee and enable the organization to capitalize on the aspects and make necessary
improvement and stay competitive. The alignment assists in identifying the ideal workforce required to support the firm’s strategic direction and help the organization
to make the right decision on how to build the competitive workforce (Dess, Lumpkin & Eisner, 2014).
References
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management
practice. London, UK: Kogan Page Publishers.
Dess, G. G., Lumpkin, G. T., & Eisner, A. B. (2014). Strategic management: Text and cases.
