Employee Development and Performance White Paper

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Human Resource Management

There is a great need for managers to develop a highly strategic approach to human resource management. This encompasses supporting the general mission of the organization, the organizational culture that we embrace and advocate for personnel and consumers, and also for supporting individual needs as a manager.

Strategic human resources management (SHRM) is delineated as the practice of articulating HR strategies and execution procedures that are aligned and underline the organization's business approach. SHRM necessitates the development of a wide-ranging set of managerial undertakings and responsibilities linked to growing and sustaining a competent workforce. This labor force, in sequence, adds to organizational efficacy, as delineated by the organization's strategic aims and objectives (Fottler and Fried, 2016). The main purpose of an organization outlines its basic intention for existence. The purpose of a hospital may be to provide high-quality medical care to the inhabitants in a particular service region. The mission of an organization is fashioned by the board of directors and senior managers. The mission stipulates how the organization aims to manage itself to most successfully accomplish its resolution (Fottler and Fried, 2016).

Reward Systems

There are four elements that must be integrated so as to support the overall mission of the organization, the culture that that we espouse for our employees and consumers, and my own needs as a manager. First, reward systems are multidimensional, consisting of both financial and non-financial elements. They play a significant part as tools that help shape the organizational behavior for individuals and also groups by increasing intrinsic and extrinsic motivation. Nonfinancial components can encompass different aspects such as job design over flexible operational hours to being present at courses or seminars. Nonetheless, reward systems can only operate and be considered as impartial if there is high transparency and constancy within these systems (Noe et al., 2007). Rewards ought to be apportioned on the team level. This is because individuals concentrate more on the team objectives rather than individual goals and objectives. Reward systems will be enforced to reinforce knowledge sharing. When employees perceive a personal benefit, there is a greater likelihood of knowledge sharing. In addition, if more knowledge is shared between various teams, as well as across teams involved in preceding and advanced stages of the production cycle, mistakes in the course of ramp-up phases can be stopped.

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Approaches for appraisal can be 360 degree performance evaluations (Heine et al., 2016).

An efficacious reward system should be connected with the performance development system, which lays emphasis on performance-based pay and offers sufficient learning chances together with a healthy work setting. When this sort of system is executed, it gives rise to greater employee retention and higher profits for the organization (Jain, 2014). A well-organized administration of a reward system may have a valuable influence upon the performance in numerous ways. These include: inculcating a sense of ownership amid the employees, enabling longstanding emphasis with incessant improvement, decreasing service operating expenses, and promoting team work. It also curtails employee discontent and improved employee concern in the financial performance of the company (Jain, 2014). Marx et al. (2015) lay emphasis on having a reward system designed to focus on product innovation. Strategies founded on innovation and new product development have been progressively utilized by organizations to offer more value to their customers, and therefore to make them more competitive.

Employee Development

Second, there is a need for a fitting employee development system. The efficacy of team performance hinges on the effectual achievement of various developmental phases. Teams experience difference stages of development, including forming, storming, norming, performing, and adjourning. This model can be applied to enhance performance. For instance, the creation of team-building events can facilitate the norming stage, where employees form relationships. A constructive relationship between team members is valuable for effectual dealing with conflicts. What is more, a workshop for lessons learnt can be established prior to their separation and this can be undertaken when celebrating the efficacious accomplishment of a task (Heine et al., 2016).

In addition, it is necessary to have an employee development system. This system is beneficial for personnel by making them more adaptable and therefore more eligible for promotion, augmenting their self-confidence and adding more focus into their jobs. As managers, we benefit from employee development as it cultivates a workforce that is more tractable and knowledgeable. In order for organizations to continue being competitive, it is necessary to aid employees in acclimatizing to the swift sequence of change in the contemporary. A development system augments self-esteem and motivation and enhances….....

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