Hr Decision Influence Organizational Performance Commerce Essay Example

and treating them as valuable assets. SHRM aims to maintain low employee turnover and promote a sense of security and self-empowerment.

The process of aligning HR functions with organizational goals is aimed at improving both the organization and employees' performance. This process helps companies fulfill their employees' HR needs while promoting company objectives. Performance goals are established and assigned through various sources, with each supervisor expected to establish goals for their subordinates. Supervisors have discretion in setting these goals within a united framework. Individual performance goals are connected to the strategic business planning process and encompass a mix of financial and non-financial metrics. Senior managers believe that non-financial metrics can be more motivating and challenging than financial ones alone, such as focusing on increasing sales by selling large quantities of products. Targets are set to encourage employees to establish long-term goals, with short and long-term goals existing at all levels of the organization.The and their contents are set independently and may not be linked with each other. The factors that determine efficiency in performance include achieving financial goals, productivity, motivation, and changes in attitudes. J;J has a comprehensive automated performance management system that includes record keeping, manager assistant tools, employee coaching tools, etc. Performance-related pay is an essential aspect of this system.

Performance management is a crucial aspect of the employee-line manager relationship, as line directors oversee and operate it. The primary goal of performance management is effective communication, focusing on individuals and their long-term development. This process aids individuals in enhancing their job performance.

The text discusses the role of directors and employees in determining salaries and the process of decision-making. HR is responsible for selecting,

interviewing, and hiring individuals. For positions such as G.M selling, Manager selling, Manager accounts, adjunct HR director, procurance director, supply concatenation director, and ordinary staff, officers, and supervisors, HR accounts for more than 80% of the process while the technical section accounts for 20%. This is because HR assesses managerial qualities but also considers technical skills. On the other hand, for positions such as gross revenues executives, production director, adjunct procurance director, production proficient staff, research lab caputs, and staff, HR accounts for 20% and the technical section accounts for 80% due to the importance of knowledge and expertise in their roles.

The consequences of the performance management process are that if agreed results are not achieved, there is a three-month period before an employee is terminated. The organization actively identifies, develops, and promotes top performers who will be rewarded. However, there are no appealing procedures after performance assessments.

Senior directors are responsible and accountable for the success of the endowment pool they actively build. There is a strong connection between individual, team, and organizational behavior. Line directors set performance standards for individuals. In J ; A ; J, the methods used for job analysis include discussion-based approaches. Senior managers engage in discussions with their subordinates to assess their progress, identify areas for improvement, and determine how they can provide support to enhance performance. Subordinates are encouraged to discuss their achievements, goals, and areas where they need assistance from their superiors in order to achieve their targets.

Interviewing involves gathering information from various sources such as group of employees, individual employees, subsidiaries, colleagues, and supervisors who have knowledge about the job. The interview format is organized based on

job-related questions. Questionnaire format includes providing employees with a questionnaire to complete and describe their job-related responsibilities and duties. The questionnaire format is also structured and includes job-related questions. Observation simply involves watching and noting the physical activities of the employee and how they perform the job.

Competency-Based occupation analysis refers to the process of describing a job in terms of measurable, discernible, and behavioral competences (such as knowledge, skill, and behavior) that an employee must demonstrate to perform the job effectively. In J ; A ; J, specific traits, such as skill and knowledge in biomedical and pharmaceutical fields, are emphasized. Performance management of directors is not directly rewarded or punished, as it is the responsibility of senior management. However, employees are encouraged to set ambitious goals, and when those goals are achieved, they are rewarded.

Executives have implemented incentive programs that are connected to specific goals. A part of the wages for executives is dependent on meeting organizational objectives. Issue 1: If a senior manager shows bias and favoritism towards a subordinate by giving them excessive bonuses and promotions they were not qualified for, it will be addressed by the HR department. The HR department evaluates employee performance using documented job descriptions and decides whether or not to promote the individual.

If a senior director makes a mistake, they may face consequences such as job loss, suspension, or financial penalties. Additionally, if the senior director shows bias and makes derogatory remarks about their subordinate who has performed excellently and met all assigned goals and tasks before starting the job, the HR department intervenes to resolve conflicts between both parties. If the situation worsens, the HR department

evaluates the performance of the subordinate's direct supervisor (the section head). If wrongdoing is found on part of the senior director, they could be subjected to job loss, suspension, or financial penalties. In case the section head is also friends with the senior director and displays biased behavior by making unwarranted comments against the subordinate, independent action is taken by the HR department through their own performance evaluation process.

Then HR can either subordinate the study to HR or transfer the employee to a different department. Issue 4: If the subordinate is not competent enough and their performance is consistently poor, HR will take action. They will provide a 3-month period for the employee to improve their performance, and if there is no improvement, they will terminate their employment. Issue 5: If four friends with similar qualifications and degrees join J & A; J company and have been working there for two years.

If one friend goes abroad for higher studies on his own and returns after two years, while his three friends have already been working for the organization for more than four years, achieving significant progress for both themselves and the organization. When the employee who studied abroad returns and asks for a promotion, the organization checks if there are any higher positions available. If there is a vacant position, the organization promotes him. However, if there is no vacant higher position, the organization does not promote him and offers him the same job or allows him to resign if he receives a good offer in the market. This is because it is not J & A; J's concern that he pursued higher studies

and returned. Issue 6: If J & A; J promotes that employee with a higher level of education because a higher position is available, his colleagues become demotivated. The organization then decides what to do in such a situation.

If they do not promote him, the consequence is that the capable candidate will leave the company in order to acquire new knowledge and skills, stay informed about market trends, and enhance his understanding. This candidate holds significant market value.