Hrm Pay, Appraisal, Discipline, Grievance and Personnel Records Case Study

In: Business and Management

Submitted By ant6541
Words 3913
Pages 16
Human Resource Management

Assignment 3

Report to Board of Directors

Subject: Pay, Appraisal, Discipline, Grievance and Personnel records

Job Descriptions and Pay

Findings

| |Softworks |Barnsley MBC (Comparator) |
|Job Description |No Formal job descriptions |Formal agreed job descriptions for every post in|
| |Staff undertake duties where they are required |the organisation detailing duties of post |
| | |Staff work to JD but are sometimes given the |
| | |opportunity to undertake further tasks |
|Pay |Pay set by Dept managers |Pay set at national scales |
| |Pay is awarded to more valued members of staff |Pay agreed with trade unions |
| |whom the organisation wishes to stay. |Increments set within scales to reward |
| | |experience. |

Currently Softworks has a very informal attitude to pay and the duties expected from employees for that pay. Whilst the company operates in a very dynamic field which is ever changing where staff are required to pull together to meet operational aims, staff do not have a clear remit into which they work.

It is clear that job descriptions containing…...

Similar Documents

International Hrm Healic Case Study

... | |Assestment1 | |International HRM | | | | | |3/21/2011 | | | CONTENTS Terms of references 3 Methods of investigation 3 Findings 3 Conclusions 17 Recommendations 17 Reference 18 Bibliography 18 Words: 3517 1.0 Terms of reference In order to complete International HRM unit task, a formal report has been requested. The task is to carry out an investigation and undertake a role of Management Consultant to look into the issues influencing movement of new plant to other......

Words: 3480 - Pages: 14

Hrm Zappos Case Study

...Zappos Case Study Introduction Zappos is a successful company with a unique corporate culture and impressively low turnover rate. This case study explores the human resources strategy employed by the company, focusing first upon the significance of the environment upon human resources. The paper then identifies how the Zappos strategy fits within the human resource management model. The final section discusses the core strengths and weaknesses of the Zappos HR strategy. While the Zappos human resource practices are characterized by many strengths, they could be improved by enhancing the accountability of managers responsible for conducting performance appraisals and inviting a greater degree of employee feedback into the appraisal system. Both of these relatively small opportunities for change are consistent with the company's overall company culture. Environment and HR The external environment plays an important role in determining the direction of a company's human resources strategy. "An organization's strategy must be appropriate for its resources, environment circumstances, and core objectives. The process involves matching the company's strategic advantage to the business environment."[1] Companies develop networks with external entities, such as customers, suppliers and investors, which must be cultivated to ensure longevity.[2] Human resources must ultimately support the business with practices that will enable it to interact and compete within the surrounding......

Words: 1863 - Pages: 8

Case Study Paper on Hrm

...“Practice and Problem of Human Resource Management” A Case Study On International Turnkey Systems (ITS) Prepared for Abu Saleh Mohammed Shameem Prepared by Lifat Farzana ID: 2012010005076 Batch: 8th, MBA (Friday) Sec: C Semester: Fall, 2012 Date of Submission: 04 Jan, 2013 Southeast University INDEX 1 Introduction 5 2 History & Background 6 3 HR Functions 7 3.1 Recruitment and Selection 7 3.1.1 Manpower Planning 7 3.1.2 Recruitment 7 3.1.3 Contract of Employment 7 3.1.4 Date of Employment 7 3.1.5 Confidentially 7 3.1.6 Orientation 7 3.1.7 Probation Period 8 3.1.8 Transfer 8 3.1.9 Internal Transfers 8 3.1.10 Intra location Transfers 8 3.1.11 Temporary Transfer 8 3.1.12 Permanent Transfers 8 3.2 Working Hours 9 3.2.1 The standard working hours 9 3.2.2 Working Hours during Ramadan 9 3.3 Remuneration And Service Benefits 10 3.3.1 Other Service Benefits 10 3.4 Performance Management 10 3.5 Travel Policy 11 3.5.1 Per Diem 11 3.5.2 Business Travel 11 3.6 Leave And Official Holidays 12 3.6.1 Annual leave 12 3.6.2 Other Types of Leave 13 3.7 Termination of Service 13 3.7.1 Notice......

Words: 3950 - Pages: 16

Google Case Studies- Hrm

...practices distinguish itself from competitors and brings quality & loyal workers who are committed and passionate about the success of their organization. In order to understand the concepts and HRM strategies/practices learned in lectures better, I have chosen the company that has ranked 1st on ‘100 Best Companies to Work For’ list of Fortune (a well-known international business magazine) for 2007, 2008 and 2012. , based in Mountain View, California, Google is the world's most popular search engine. The company started out of a garage in 1998, has generated wealth faster than any company in history and now dominates the worlds’ information industry. Currently, Google has more than 30,000 employees worldwide is not just known for its innovative breakthroughs in the technology industry, but is also known for innovative human resources (HR) policies. Google is an icon of success among Internet companies. A survey conducted by Business Week magazine showed that Google was the most sought after company by college students, MBAs, women, engineers, and diverse individuals. As of 2008, Google receives an average of 3000 resumes a day (estimated 1.1 million a year) for an average of only 4000 available jobs a year. Google offers benefits that no other companies offer and it doesn’t pay for all the incentives out of their allotted administrative expenses; it’s all from company’s profits. Google has also made it so big that its company name has become a verb in dictionary!......

Words: 3599 - Pages: 15

Records Check Case Study

...Running head: CASE STUDY 48 RECORDS CHECK Demonstrating Leadership: Case Study 48 Records Check Lekyla Whitaker PSL5002 Writing August 12, 2013 Abstract This paper will attempt to discuss the relationship between ethics and leadership. Many people can call themselves a leader; rather it is ethical or unethical. Normally, the view of leadership has been that the main goal of leaders is to increase production and profits through motivation and leading others. Good leadership refers not only to competence, but to ethics and transforming people as well. Every leader is responsible for influencing others to perform an action, complete a task, or behave in a specific manner. It is believed that the nurturing aspect of leaders can raise organizational cultures and employee values to high levels of ethical concern. Ethical leadership requires ethical leaders. If leaders are ethical, they can ensure that ethical practices are carried out throughout the organization. Title of Paper Certainly, leadership is not a skill that is always naturally obtained. In my opinion, most successful leaders take training and learn through life’s lessons and experiences. The dictionary defines leadership as “taking others to places they would not normally go”. However, to personalize this definition, it’s my belief that leadership is the act of taking ourselves to places we would not normally go. Leadership can also mean how well we manage our functional responsibility as a......

Words: 1017 - Pages: 5

Hrm Study Guide

...that dealt with labor relations – designed to ensure timely railway operations with minimum dispute between union and railway board. Mediators vs. Arbitrators - both are 3rd parties – Arbitrator – has the power to make a binding decision, Mediator – does not have that authority Evaluation methods: Manager or Supervisor Appraisal -- conducted by employees superior and is then reviewed by a more senior manager Subordinate appraisal – occurs when an employee carries out an appraisal on a manager (conducted for developmental reasons) Peer Appraisal – conducted by manager with input from peers. It is not common – there are concerns of stereotyping and fear the peer will find out Team Appraisal – based on Total Quality Management – stresses team achievements rather than individual performance. TQM sets performance standards derived from customer needs. Customer Appraisal – based on feedback from both internal and external customers with many managers setting Customer Service Measures as a performance standard – normally linked to initiatives. 360 degree Appraisal – feedback from as many sources as possible. Involvement Oriented – based more on self-appraisal than manager assessment alone Delphi Technique – A group decision method in which individual members, acting separately, pool their judgments in a systematic and independent fashion. This method is similar to the nominal group technique except it doesn’t allow or require members to be physically present. The......

Words: 5448 - Pages: 22

Case Study-Crime That Pays

...Case Study: Crime That Pays (and Pretty Well, Too) I stride toward ground zero of counterfeiting-the notorious Silk Market of Beijing. As do more than 10 million people a year, I enter a 35,000 square-meter, seven-level piracy temple, packed with nearly 2,000 small stalls, staffed by thousands of hard-charging, take no prisoner vendors, offering cheap knockoffs of the leading branded products in the world. Navigating a surreal bazaar gone wild, I stroll by stalls boldly displaying bogus Prada purses, Hugo Boss shirts, ad Hermes scarves; depending on how well you negotiate, each can be had for an absurd fraction of the price of the genuine version. Moving on, stall after stall offers infamous “copywatches,” Nike gear, Sony Jump Drives, Wii Remotes, Gillette razors, Oakley sunglasses, Zeiss binoculars, Nikon lenses, North Face jackets – one after another, in a seemingly endless procession of premier brand names. Despite spot-on comestic resemblance, virtually all is counterfeit. Moving around, one comes to digital zones, finding copies of software, music, games, and movies. Rack upon rack displays products from some of the best and the brightest minds of the world, now selling for ludicrously low prices-Microsoft Windows 7 for about a buck, Microsoft Office for $0.75, Wii Guitar Hero for a buck, Photoshop for two bucks, AutoCad for five dollars. Each stall is packed with an ever-changing collage of customers-Germans, Indians, Canadians, Brazilians, British, and Americans, and......

Words: 1739 - Pages: 7

Case Study at Tesco Hrm

...customer. Tesco’s employees work in a wide range of roles in both store and non-store functions, such as: • Customer Assistants on the shop floor either directly assisting customers or preparing orders for delivery to customers who have ordered online • Department Managers leading a team of Customer Assistants • Warehouse employees who help catalogue and store clothing, food or brown goods in Tesco Distribution Centres or in stores • Office-based staff working in a range of functions at Head Office, including Finance, Purchasing, Personnel or Marketing • Logistics staff who plan and carry out the distribution of products to stores. Tesco recognises that increasing knowledge, improving skills and job satisfaction of employees are all vital to the continued growth of the company. This case study looks at how Tesco provides training and development opportunities for its employees. CURRICULUM TOPICS • Workforce planning • Training • Development • Appraisal GLOSSARY Acquisition: where one business takes over another e.g. by purchasing a majority of shares. Consumers: the user of a product, who may or may not be the buyer of it. Diversify/Diversified: undertake activities in different and unrelated markets and products from those activities undertaken in the past. Workforce: the group of people who work in a company, industry, country, etc. Brown goods: electrical goods such as TVs, DVD players etc. Skills: specific abilities, attributes and techniques. Job satisfaction: the......

Words: 2764 - Pages: 12

Case Study: the First Appraisal Interview

...dysfunctional competition. In this case, boss lets Sandy to compare with Charlie. It may create envy, vanity and dysfunctional competition. In a healthy organization, one employee’s success need not mean another’s failure. If all can succeed, much the better. Those who prefer an absolute standard tend to give lower scores to employees, as they fear new workers who receive high marks will not feel the need for further improvement. In contrast, raters who feel a worker has done superior work considering his time in the position, may rate him as such. An evaluation six months or a year later yielding a superior mark would require a corresponding improvement on the part of the worker. I prefer the latter approach, because it seems more positive. Supervisory evaluations often suffer from rating deficiencies: • One particularly good or poor trait may contaminate other performance areas considered in the evaluation. In this case, the boss rate Sandy as average. He figures out the poor trait during the evaluation period. Sandy drops the dishes. So he gives Sandy average. It is not helpful Sandy to improve in the further. • Once a worker is classified as a poor performer, it may take a long time for a supervisor to notice the worker has improved. Sandy disagrees the ratings and she thinks that she performance well. But she get the poor ratings and she won’t be motivated to do much better. In a conclusion, strengths of the negotiated performance appraisal are its ability to......

Words: 2014 - Pages: 9

Hrm - Case Study Chap 7

...reader will have an understanding of how to create a positive appraisal environment. ANNOTATED OUTLINE I. What is Performance Appraisal? (PPT 7.3) Performance appraisal involves the identification, measurement, and management of human performance in organizations. Organizations usually conduct appraisals for administrative (a decision about an employee's working conditions, including promotions and rewards) and/or developmental (a decision concerning strengthening the employee's job skills, including counseling and training) purposes. Dissatisfaction with appraisals is rampant. HR professionals, line managers, and employees voice dissatisfaction. Many workers have difficulty with appraisal, which may account for the short life span of the average appraisal system. II. Identifying Performance Dimension (PPT 7.4) The first step in the performance appraisal process is identifying what is to be measured. Managers must identify the aspects or dimensions of performance that determine effective job performance. This process seems simple, but it can be quite complicated. If a significant dimension is missing, employee morale may suffer because employees who do well on that dimension will not be recognized or rewarded. If an irrelevant or trivial dimension is included, employees may perceive the whole appraisal process as meaningless. A. Measuring Performance ...

Words: 5141 - Pages: 21

Case Study Performance Appraisals

...regarding her performance appraisal. This situation definitely could have been prevented. First of all time was not given when going through her evaluation. Her supervisor Mrs. McCallister kept putting off her review because she was too busy. Finally she made time for Sonia. With that being said it didn’t allow the necessary conversation between the two to be taken. From what witnesses stated that Sonia came out crying. From what was put in her review she was not performing up to par. This leads me to conclude Mrs. McCallister just gave her critiques on Sonia ending the conversation. I don’t believe Sonia got the time she deserved to really see what she needed to truly improve on. In all honesty, on the accounts of Sonia’s actual performance she got praise. It’s when the supervisor went into a more opinionated appraisal that things turned south. The supervisor also stated that she was happy with the quality and accuracy of her work. So why would the supervisor find it necessary to put in her review that she is excessively on the phone, that it’s interfering with her work and endangering patients. This supervisor clearly didn’t put in the effort to find out what Sonia needs to improve on. Rather she just took cheap shots at Sonia, to have some time of improvement on there. Sonia’s review should have not reflected so heavily on the “attitude” that was given but more on her actual work performance. Sonia has a few options she could do after this performance appraisal. One, if......

Words: 916 - Pages: 4

Discipline and Grievance

...Discipline and grievances at work The Acas guide We inform, advise, train and work with you Every year Acas helps employers and employees from thousands of workplaces. That means we keep right up-to-date with today’s employment relations issues – such as discipline and grievance handling, preventing discrimination and communicating effectively in workplaces. Make the most of our practical experience for your organisation – find out what we can do for you. We inform We answer your questions, give you the facts you need and talk through your options. You can then make informed decisions. Contact us to keep on top of what employment rights legislation means in practice – before it gets on top of you. Call our helpline 0300 123 1100 for free confidential advice (open 8am-8pm, Monday to Friday and 9am-1pm Saturday) or visit our website www.acas.org.uk. We advise and guide We give you practical know-how on setting up and keeping good relations in your organisation. Download one of our helpful publications from our website or call our Customer Services Team on 0300 123 1150 and ask to be put you in touch with your local Acas adviser. We train From a two-hour session on the key points of new legislation or employing people to courses specially designed for people in your organisation, we offer training to suit you. Go to www.acas.org.uk/training to find out more. We work with you We offer hands-on practical help and support to tackle issues in......

Words: 23660 - Pages: 95

Case Study: the First Appraisal Interview

...CASE STUDY: THE FIRST APPRAISAL INTERVIEW Name: Benjamin Van de Walle Lecturer: Ms. Mai Kim Thoa Course: Managerial Skills & Leadership – KS 402DE02 1. What do you think of the boss’s ratings and his defense of them? * * He gives Sandy an average rate for every single point. She doesn’t know if this is a good or a bad rate. He is not fair cause’ he bases his ratings on one single point, namely the wine service and generalizes this for the other points. In my opinion his comments are not constructive and well-intentioned. * * He focuses his defense only on her less developed skills and doesn’t mention her good skills. Also his defense is very flat. With that I mean that he doesn’t give any specific and descriptive feedback. He doesn’t define the performance problem, doesn’t makes his standards clear and he doesn’t work with the employee to set goals for improvement. The boss focuses on the person and not on the behavior, it’s personally hurtful. * 2. How do you think Sandy feels? Will she be motivated to improve? Is it enough to know you are not going to lose your job? * * Sandy went to the appraisal interview with confidence. But I think she lost her confidence after the interview. Due to the average score she doesn’t know where and how to improve. * * By not focusing on employees needs in a highly effective way, the employees will not be motivated. He does nothing to support Sandy, whereby she also loses her......

Words: 597 - Pages: 3

Grievance Handling Case Study

... Grievance Handling Assignment – Case Study By Lee Zahayko Student#0146832 August 29, 2015 Jessie is an animal lover that booked off 3 vacation days to attend to her 12-year-old dog that needed to be euthanized. When Jessie returned to work after the 3 vacation days she asked her employer to reinstate her 3 vacation days and instead treat her time off as family related leave in accordance with Article 30 of the MGEU collective agreement. Jessie’s employer denied the request stating that the intent of Article 30 related to human family members only – not pets. The question now is should Jessie be entitled to family related leave? In Article 30 of the MGEU collective agreement section a) states: “The leave shall be for the purpose of attending to family responsibilities which are real, immediate and unavoidable and which necessitate the employee’s absence from work.” An interpretation of Article 30, based on the section above, is that Jessie does have reasonable cause to ask for family related leave. Anyone who has owned a pet, or even knows of someone who owns a pet, knows that a pet is a responsibility. The animal needs: food, water, exercise, attention and shelter to survive. Those are the same things that a human needs as well. At the same time, an animal cannot provide those things for its self during any stage of its life, but a human grows, evolves and learns to provide for its self over time. In this case as well Jessie owned the dog for 12 years......

Words: 899 - Pages: 4

Hrm Case Study

...Case Study-1 Jack Nelson’s Problem Chapter-1 Introduction to Human Resource Management Page: 1 * The case is all about the necessity & functions of HR unit in a local bank. In this bank Jack Nelson is a member of board of director and Ruth Jonson is an excellent employee. As Mr. Nelson was very much curious about how Jonson operate her machine, she briefly gave an idea about it. Speaking with the in-charged supervisor of a branch of this bank Nelson found that something was wrong inside the branches. But unfortunately it was not known to Jonson. Jonson found out the main problem and it was high employee turnover. In this bank selection time of employee is very short and at the same time the new employer quit their job in a very short time. All branch supervisors hire their new employees without communicating with the home office or other branches. During the time of development of opening, the supervisors tried to find a suitable employee to replace the worker who had quit. After visiting the 22 branches, the finding is that problems are similar mostly. Nelson wondered about the movements that he should take and the home office steps. The more he thought about the matter, the more perplexed he became. The problem is as much as complex that he couldn’t put his finger on that problem and he did not know the actual place whether to report his findings to the president. * Most of the experts believe that there are five basic functions that all managers......

Words: 12223 - Pages: 49