Performance Improvement Program Essay Example | Topics and Well Written Essays - 5000 words

Performance Improvement Program - Essay Example (Coutts and Schneider) Emery and Giauque also found that non-monetary forms of remuneration, such as the organization of working hours, improvements in equipment and work resources and the development of skills, are appreciated by employees. In some of the instances the inefficiencies in employee performance may be the result of an inconsistent behavior of the people representing the management. A number of behavioral issues may be responsible for this state of affairs. There is an absolute necessity of diagnosing the performance management problems to identify the causes for the inconsistencies in the behavior of the management towards subordinates. Such an examination becomes vitally important in the case of a service organization such as a consulting company, since the revenues of the organization depend entirely on the performance of the individuals working with the organization. The analysis of the performance management problem will lead to the implementation of a proper Perfor mance Improvement Plan. The purpose of such a plan is to identify weaknesses and strengths as well as opportunities for improvement and skill development of the individual employees. This report examines the performance management problems being faced by International Assignment Services PricewaterhouseCoopers, Hong Kong Limited, a multinational consulting organization, due to lack of an effective system of performance improvement plan and feedback in the company and also to suggest a suitable Performance Improvement Plan for the organization to improve the performance of the organization. International Assignment Services - A Background PricewaterhouseCoopers Hong Kong Limited is an international consulting organization with a number of professionals working with the organization at various levels. The company has an 'International Assignment Services (IAS) department providing consulting services to different types of clients in Hong Kong and China. The structure of the department consists of professionals working in different hierarchical levels such as Partners, Senior Managers, Managers, Senior Consultants and Associates. The individual job responsibilities and hierarchical position of people at these levels is provided below. This presentation assumes importance to understand the intricacy of the performance management problem in the organization. Partners The highest level within the department, who set objectives and gives direction to the team, have at least 10 years of experience in the fields, with strong relationship with commercial clients and officials in the China and HK tax bureau. Senior Managers Have years of experience in IAS, have a strong client base, work closely with Partners in setting team objectives and most of the tax compliance and consultation work will be delegated to Senior Consultants. Other than client work, Senior Managers will have other internal roles in the department, e.g., Head of the Coaching team, System improvement/ developer, Career Counselor, etc. Managers Less experience than Senior Managers, fewer clients than Senior Managers, so for most of the time, Managers will be out to seek for new clients, for example holding tax seminars

Critiquing a Position Description in Relation to Health Promotion Essay

Critiquing a Position Description in Relation to Health Promotion - Essay Example The human resource manager, which is a position I would like to apply for, is well established to pursue the identification, assessment, planning, implementation, and evaluation of health promotion programs. The human resource manager already addresses health promotions activities such as personal employee wellbeing, ensuring a stress free working environment, and promoting mental wellbeing by ensuring the employees have time for debriefing and breaks. Health promotion is recognised under the docket of management, with a project manager or health promotion director mandated to run the program (O'Connor-Fleming & Parker 2001, p.112). However, I argue that the health promotion should be under the directorship of the human resource manager who has the capacity to develop workplace structures to ensure safe workplace environments. Agreeably, health promotion does not primarily focus on safe workplace, but incorporates aspects of this role of the human resource manager, namely personal wellbeing, safe facilities, and ensuring safety. This assumption is derived from the description of health promotion that it comprises of educational, organisational, and environmental activities designed to promote employee health and safety including that of their families (Chenoweth 2000, p.5). The activities lead to an improvement of health and wellbeing among the community members, and help in maintaining good mental, physical, economic, and social wellbeing, that facilitates the improvement of the workplace and employee productivity. As noted in the introduction, the human resource manager develops with some of the activities attributed with health promotion. These include ensuring mental wellbeing by facilitating debriefing sessions and ensuring employees have times for breaks, promoting a stress free environment, and looking after personal wellness, including physical fitness, self-confidence, job satisfaction, emotional well-being, and motivation as part of safe workplace programs (McNamara 2009). Furthermore, efficient working environment and health promotion is enhanced when the human resource management is part of decision-making because health promotion involve the human component, which is the work of the human resource department (Erven 2008). Despite the work already being done by the human resource manager and the potential in health promotion, some of the aspects of health promotion are dependent on the higher management, whereas they would be more effective under the human resource management. The health promotion attributes left out of the human resource manager docket include programme planning, advocacy, lobbying, networking, and implementation of activities classified as health promotion. These activities have been under higher management that mostly appoints a health educator to address the educational approaches, and ensure information transmission as well as planning and evaluation of the programmes (O'Connor-Fleming & Parker 2001, p.115). Instead, these should be part of the human resource manager, who can pursue effective methods of planning through to evaluation of the programme activities. Agreeably, even when the aspects of health promotion are embedded with human resource manager's duties, critical integration should be addressed to ensure the manager maintains all the critical phases. The