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Explain appraising and compensating subordinates, Operation Management

Explain appraising and compensating subordinates, Operation Management

Explain appraising and compensating subordinates, Operation Management

Reply to the below post in 300-400 words. The reply must include at least 3  scholarly sources (published within the last 5 years) in addition to the course textbook (attached) and relevant biblical integration. All citations and references must be in the current APA format.  Do not repeat the same sources as the original post, use of the text, or Biblical integration.

 

Do you believe that managers should be given more autonomy to make personnel decisions such as hiring, appraising, and compensating subordinates, or do you believe that managers should be given less autonomy to make such decisions? Explain and substantiate your reasoning.

Responsibilities of the Human Resource Department consist of job analysis, recruitment and selection, training and development, performance management, benefits, employee relations, policy implementation, legal compliance, and supporting the overall business strategy and goal. (Noe et al., 2012). “The HR department may take full responsibility for human resource activities in some companies, whereas, in others, it may share the roles and responsibilities with managers of other departments” (Noe et al., 2012). However, “Recruitment is no longer viewed as a sole HR Function” (Rashmi, 2010). Today’s successful companies establish a talent management and recruitment team of not only Human Resources but also incorporating managers into the team. Managers can play a vital role in vetting and ensuring the Job Descriptions are all-encompassing of the required skills, competencies, and qualifications needed to perform the job. Francis Cadigan researched Canadian Managers and the HR Departments on what each role valued when discussing organizational promotions. (Cadigan et al., 2019). Cadigan identified that each decision-maker had a differing view of promotions, whereas HR professionals placed a heavy emphasis upon the employee’s future potential to the company vs. that of Managers who valued performance-based evaluations. However, Cadigan further describes his perspective in two orientations, promotion and prevention-focused (Cadigan et al., 2019). Promotion focused is looking toward their potential in future roles to that of Prevention-focus that maintains the status-quo and is based upon performance as the managers will be directly impacted by employee’s performance or production (Cadigan et al., 2019). Cadigan further indicates “that when line managers are responsible for the talent-related decision, they are likely to select candidates based on recent performance and to provide development opportunities that have an immediate impact on ones unit versus long-term development of the high-potential employee” (Cadigan et al., 2019). Cadigan expounded that there should be a combination of both viewpoints, valuing the performance of the employee through their past performance and evaluation but also incorporating the employee’s potential in serving one role higher than they are currently fulfilling and incorporating and capturing those future roles or jobs on their performance evaluations (Cadigan et al., 2019).

With regard to granting more autonomy to Managers, in Chapter 4, Human Resource Management: Gaining a Competitive Advantage, Noe identifies how Sears, an American company in business for over a century, was facing a devastating loss in the early 1990s and looked to make a change. The change came in the way they empowered and allowed autonomy through trusting their Sears managers to take care of their employees. Sears Managers implemented a cultural change in how they supervised by empowering and trusting their employees, which ultimately led to increased employee attitudes and customer satisfaction (Rucci et al., 1998). The cascading effect from employees’ attitudes impacts employee retention, and employee retention is a driver of customer satisfaction, ultimately impacting the business financially.

In the end, decision-makers should form a team and discuss who they believe is the best candidate for promotion while incorporating performance, capabilities, and qualifications along with the employee’s future potential and impact on the organization. The Managers can speak to the performance and skills of the individual, while the HR specialists can make sure legal, fair, and equitable promotions are being implemented. Additionally, a certain level of empowerment levied to employees is beneficial for some, as it can create buy-in to the organization and build trust. This action will hopefully create long-term employment and a positive employee attitude, which can benefit the customers and the business’s success.  Occasionally, I run across fellow co-workers who’s sole focus is promotion, and it often consumes them and there sole purpose is the next promotion and often become angry and devastated when the promotion does not work. .Proverbs 3: 5-6 is a testament, that I often look toward where if we place our trust in God all will work out in the long run. Proverbs 3:5-6 “Trust in the Lord with all your heart and lean not on your own understanding; in all your ways submit to him, and he will make your paths straight” (Zondervan, 2008).

References

Cadigan, F., Kraichy, D., Uggerslev, K., Martin, K., & Fassina, N. (2019). Preferences for performance versus potential in promotion recommendations. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l’Administration37(2), 180–192.  (Links to an external site.)https://doi.org/10.1002/cjas.1531 (Links to an external site.)

Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2012). Human resource management: Gaining a competitive advantage (Global ed of 8th revised ed ed.). Mcgraw-Hill. (Links to an external site.)

Rashmi, T. (2010). Recruitment management (1st ed.). Himalaya Publishing House.  (Links to an external site.)https://doi.org/https://ebookcentral-proquest-com.ezproxy.liberty.edu/lib/liberty/reader.action?docID=588114&ppg=121 (Links to an external site.)

Rucci, A., Kirn, S., & Quinn, R. (1998). The employee-customer profit chain at Sears. Harvard Business Review76(1). Retrieved September 4, 2022, from  (Links to an external site.)https://doi.org/https://go-gale-com.ezproxy.liberty.edu/ps/i.do?p=BIC&u=vic_liberty&id=GALE|A20346008&v=2.1&it=r&sid=summon (Links to an external site.)

Zondervan. (2008). Niv life application study bible (Lea ed.).


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