prepare a presentation in which you summarise the guidelines
prepare a presentation in which you summarise the guidelines
HRMprepare a presentation in which you summarise the guidelines in the document attached in a way that is interesting and informative for potential users. In other words they should sell your key ideas and thus gain support for your guidelines. Your presentation should consist of between 4 and 6 power point slidesPerformance Management in X ManufacturingGuidelines for Human Resource Management on the FloorIntroductionThe modern day business world is globalised more demanding and changing rapidly in response to technological advancements (Kazlauskaite and Buciuniene 2008). Present day organisations therefore need to work hard to develop and maintain a competitive advantage relative to their competitors in their respective industries. Many conduct their operations while maintaining the understanding that their human capital (their human resources) are important assets (Liu et al 2007) and a potential source of such a competitive advantage (Guthrie 2001; Agarwala 2003; Ahmad and Schroeder 2003). Human resource management (HRM) is also an important contributor to organisational performance (Sun et al 2007; Katou and Budhwar 2009). As a result organisations (including X Manufacturing) are increasingly adopting active HRM practices and processes to manage their employees.This organisation will therefore be adopting a high-performance or high-commitment workplace culture. This means that it will adopt complementary bundles of HR practices which work together to improve overall organisational performance. HR practices of relevance here include ensuring employment security for our employees; selective hiring; teamwork; training and development as well as performance-related pay (Gould-Williams 2003; Boxall and Macky 2007).Therefore the organisation is providing these guidelines for line supervisors to give them guidance on how to manage their workers at all stages of their association with the firm: recruitment; selection; training; development and during their career progression through the organisation.Recruitment and SelectionThe recruitment process is more than business as usual but rather gives organisations the unique opportunity to develop a pool of potential employees that look attractive to the organisation. Similarly these applicants are also attracted to the organisation (Terjesen et al 2007). X manufacturing is therefore dedicated towards attracting a pool of potential employees and making their choices of employees that are most suited to the available openings (Behrends 2007).The following are the guidelines for managers actions during the process of recruitment and selection:1) Establishing Recruitment Objectives and Strategy (Breaugh and Starke 2000)Setting Recruitment Objectives:To establish the recruitment objectives for each department start the recruitment process with the following questions: What type of individuals do we need for the position? What specific knowledge skills and abilities (KSAs) must the individual possess? How wide an applicant pool would be useful?The answers to this question help determine the recruitment strategy. This strategy includes choices such as useful recruitment sources ideal recruitment times and messages for potential applicants.Developing a Recruitment Strategy:Commonly used recruitment sources include newspaper advertisements; direct unsolicited applications; employee referrals school/university recruitment and online recruitment (Breaugh and Starke 2000; sParry and Tyson 2008).Line managers or supervisors might find the following useful in making their choices: the greater the level of expertise and/or knowledge required for a job the more specialised/selective the potential sources of applicants. As an example for positions requiring specialised knowledge it might be more useful to recruit from university/college job fairs university career offices or through professional bodies or offices. This is in contrast to web-based applications that might result in a very large pool of applicants who might not necessarily be qualified for the position (Parry and Tyson 2008).2) Selection Activities:Traditionally selection in the organisation has depended on structured interviews. However with the current move towards a flatter organisational structure characterised by relatively semi-autonomous teams working towards pre-defined goals the selection process is going to extend beyond identifying if the candidate possesses needed KSAs.Therefore selection of candidates occurs at the conclusion of a multi-stage process. First step in the staffing and selection process will be competency-based interviews behavioural-based interviews based on competency models (Gangani et al 2004). This is the first stage that helps to ensure that the candidates presenting for the second selection stage possess the competencies that ensure good performance in the specific job.Next the structured employment interview which will help assess the candidates social skills and personality traits characteristics that are often very good predictors of capacity to work cooperatively as a member of a team (Gangani et al 2004; Morgeson et al 2005). Questions used for the interview should be developed from the job descriptions including work roles required KSAs work styles and other relevant traits that are linked to excellent performance. All candidates must be asked the same questions in an interview carried out by multiple interviewers.Situational judgement tests will help you assess the candidates knowledge about team-working good knowledge being typically associated with good contextual (cooperative team working) performance. Hypothetical cases and situations will help the assessors determine the candidates interpersonal self-management and communication skills (Morgeson et al 2005).These three processes work together to enable the line managers/superintendent determine if a candidate possesses the overall capacity to fit into the vacant positionTraining and DevelopmentThe global economy is characterised by increased competition and rapidly changing technologies customer awareness and requirements (Katou and Budhwar 2009). One of the means by which organisations such as X manufacturing can distinguish themselves is based on the knowledge skills attitudes commitment and motivation of their employees (Walker et al 2007). As a result it is important that supervisors identify the KSAs that are necessary for excellence in their work teams assessment and evaluation of employees to determine their levels of expertise can then be followed by the provision of training. In addition to increasing overall team effectiveness and efficiency and competitive business positioning employee training and development has been found to increase employee satisfaction and motivation factors that contribute positively to their performance (Lee and Bruvold 2003; Beaver and Hutchings 2005; Aguinis and Kraiger 2009).The following are the guidelines for managers actions during the process of selecting employees and providing them with suitable training and development:1) Training Needs Assessment (Smith-Jentsch et al 2001; Brown 2002)Factors Pointing to Training or Development Needs of EmployeesThe search for a suitable training programme will begin with a needs assessment which will identify what specific needs different your employees have. The following are possible factors:Developing Employee Skills for an Existing Organisational Need? New Employees? Employee Reassignment? Employee Promotion? Post-employment Training PlansOrganisational Problems? Problems with safety? Poor Organisational/Work Team Performance? Inefficiencies in the Production Process? Persistent Inspection FailuresChanging Organisational Needs? New Equipment or Modernisation of Equipment? New Technology? Changes in Laws and Regulations guiding the Industry? Changes in Organisational Vision Goals and ObjectivesCareer Development? As part of organisational career progression plans? Employee RequestsNeeds AnalysisCarry out a needs analysis at organisational; task and individual levels.Organisational AnalysisThis identifies organisational training needs and the ideal conditions for carrying out such training. Consider the organisations strategic direction as this will help you determine KSAs that your employees might not currently possess but might need as their jobs evolve in the future. Increasing workforce diversity might need both a change in management style as well as increased training for new employees (as highlighted above). Changes in the laws and regulations of the host country might also affect the operating strategy of the company (Brown 2002).Task AnalysisIdentify work team tasks work conditions and the expected work quality. Identify the required KSAs.Individual AnalysisThis examines individual employees current performance comparison of existing skills and competencies against the requirements revealed by the task analysis.2) Training Design and DeliveryThe nature of training that you choose will depend on the kind of skills and/or knowledge that the employees need to gain. Popular methods include technology-delivered instruction (TDI); class-based courses (Gilpin-Jackson and Bushe 2006; Walker et al 2007); interactive participatory workshops and on-the-job instructions. It is important to ensure that you choose the method that is best suited to the needed skills and capabilities.EvaluationIt is important to decide which evaluation criteria will be used to determine the effectiveness of organisational training activities (Arthur et al 2003). HRM practices in business organisations are not static but rather evolve to deal with changes in the internal organisational and external business environment. This is therefore not a onetime process but one that is conducted in response to changes in the external environment as well as to changes in organisational strategy and strategic direction. There are a number of different possible training and development evaluation frameworks but X manufacturing will be making use of two major frameworks.1) 360-Degree Feedback360-Degree Feedback is also referred to as multisource feedback and involves collecting views and perceptions of an individual employees performance from a number of different sources. Such people typically have firsthand interactions with the employee in the work context (Bailey and Austin 2006). The benefits of multiple assessments include the fact that it gives such employees the impression that the areas being measured are of value to the organisation and increases their willingness to improve performance. In addition the discrepancies between self-perceptions and peers superiors and subordinates perceptions increase self-awareness and ultimately individual performance. Furthermore when this measure is used for appraisals gaining information from a range of other sources (such as customers and suppliers) provides the managers unique perspectives that can be incorporated into future organisational strategies and practice (Morgeson et al 2006).To carry out 360-Degree feedback use input from a range of stakeholders. This will include supervisors colleagues/peers subordinates suppliers and customers (Pfau 2002). Using all these different sources will allow for the development of a balanced assessment of the employees performance and an identification of potential areas for improvement.2) Kirkpatricks Model of EvaluationUse the reports as part of needs assessments to define future training and development needs for the employee. Training leads to reactions which manifest as outcomes/learning. Such learning leads to changes in employees job behaviours which ultimately lead to changes in organisational performance (Kirkpatrick and Kirkpatrick 2010). These described levels are referred to as the Kirkpatriks four levels. While there are a number of newer models and approaches to the evaluation of organisational training this model is the most popular and is still regularly used in many present-day organisations (Arthur et al 2003). Therefore this model will be second one used in the organisation.Reaction LevelThis is demonstrated by employee levels of satisfaction with the training arrangements trainers methods and arrangements. Self-reported measures are used to determine this and as result this will be tested by post-training questionnaires examining all these areas.Learning LevelThese are measures of training learning outcomes important because in most cases learning precedes behavioural change (Arthur et al 2003). Trainee grasp of the ideas skills and knowledge passed across during the training programme. This will be tested by questionnaires tests and interviews conducted after the training programme.Behavioural LevelThis is demonstrated by changes in trainee behaviour and practice in the course of their work roles as observed by their direct supervisors peers and/or customers.Organisational LevelUse financial customer and other measures of organisational performance.ConclusionX manufacturing is an organisation seeking to improve its performance by adopting innovative HRM practices. Recruitment and selection will begin by the establishment of recruitment objectives and strategy; followed by the use of relevant selection activities. Training and development for selected and existing employees will follow a complete in-depth needs assessment including a needs analysis. The specific training programme will depend on the required skills and/or knowledge that the employees need to gain. Finally evaluation by 360-degree feedback or the use of Kirkpatricks model will serve as the last part of what will become a routine cyclical organisational HR process.ReferencesAgarwala T (2003) Innovative Human Resource Practices and Organisational Commitment: An Empirical Investigation International Journal of Human Resource Management 14(20: pp. 175 197Aguinis H and Kraiger K (2009) Benefits of Training and Development for Individuals and teams Organisations and Society Annual Review of Psychology (2009) doi:10.1146/annurev.psych.60.110707.163505Arthur Jr A; Bennett Jr W; Edens PS and Bell ST (2003) Effectiveness of Training in Organisations: A Meta-Analysis of Design and Evaluation Features Journal of Applied Pscyhology 88(2): pp. 234 245Bailey C and Austin M (2006) 360 Degree Feedback and Developmental Outcomes: The Role of Feedback Characteristics Self-Efficacy and Importance of Feedback Dimensions to Focal Managers Current Role International Journal of Selection and Assessment 14(1): pp. 51 66Beaver G and Hutchings K (2005) Training and Developing an Age Diverse Workforce in Small-Medium Enterprises: The Need for a Strategic Approach Education and Training 47(8/9): pp. 592 604Boxall P and Macky K (2007) High-Performance Work Systems and Organisational Performance: Bridging Theory and Practice Asia Pacific Journal of Human Resources 45(3): pp. 261 270Behrends T (2007) Recruitment Practices in Small and Medium Size Enterprises: An Empirical Study among Knowledge-Intensive Professional Service Firms Management Revue 18(1): pp. 55 74Breaugh JA and Starke M (2000) Research on Employee Recruitment: So Many Studies So Many Remaining Questions Journal of Management 26(3): pp. 405 434Buchan J (2004) What Difference Does (Good) HRM Make? BMC Human Resources for Health 2(2004): pp. 6 12Gangani N; McLean GN and Braden RA (2006) A Competency-Based Human Resource Development Strategy Performance Improvement Quarterly 19(1): pp. 127 139Gilpin-Jackson Y. and Bushe G. R. (2006) Leadership Development Training Transfer: A Case of Post-Training Determinants Journal of Managing Development 26(10): pp. 980 1004Gould-Williams J (2003) The Importance of HR Practices and Workplace Trust in Achieving Superior Performance: A Study of Public-Sector Organisations International Journal of Human Resource Management 14(1): pp. 28 54Guthrie JP (2001) High-Involvement Work Turnover and Productivity: Evidence from New Zealand Academy of Management Journal 44(1): pp. 180 190Henry C; Hill FM and Leitch CM (2004) The Effectiveness of Training for New Business Creation International Small Business Journal 22(3): pp. 249 271Katou AA and Budhwar PS (2009) Causal Relationship between HRM Policies and Organisational Performance: Evidence from the Greek Manufacturing Sector European Management Journal (2009) doi:10.1016/j.emj.2009.06.001Kazlauskaite R and Buciuniene I (2008) The Role of Human Resources and Their Management in the Establishment of Sustainable Competitive Advantage Engineering Economics 5(60): pp. 78 84Kirkpatrick J. and Kirkpatrick W. 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Human Resources 47(6): pp. 54 59Smith-Jentsch KA; Campbell GE; Milanovich DM and Reynolds AM (2001) Measuring Teamwork Mental Models to Support Training Needs Assessment Development and Evaluation: Two Empirical Studies Journal of Organisational Behaviour 22(2001): pp. 179 194Sun L; Aryee S and Law KS (2007) High-Performance Human Resource Practices Citizenship Behaviour and Organisational Performance: A Relational Perspective Academy of Management Journal 50(3): pp. 558 577Terjesen S; Vinnicombe S and Freeman C (2007) Attracting Generation Y Graduates: Organisational Attributes Likelihood to Apply and Sex Differences Career Development International 12(6): pp. 504 522Ulrich D and Beatty D (2001) From Partners to Players: Extending the HR Playing Field Human Resource Management 40(4): pp. 293 307Walker E; Redmond J; Webster B and Le Clus M (2007) Small Business Owners: Too Busy to Train Journal of Small Business and Enterprise Development 14(2): pp. 294 306
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