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Public Agency Administrator Interview, Essay Example

Pages: 4

Words: 1122

Essay

Human resource managers have a duty of implementing programs of incentives that have been carefully selected in their organization. This is achieved with the use of rewards of different kinds. The incentives of the team are the cause of high levels of productivity. The motivation of employees sparks some interests amongst the employees, which consequently leads to high levels of performance and an increase in job satisfaction. The company is able to attract and retain the best employees if programs of incentives that have been implemented address issues of training, benefits, recognition and rewards. The implementation of the programs on long-term basis reaps high productivity and performance among the employees and the goals of the organization are adequately met (Stillman, 2010).

Executives and other lower level employees have indicated appreciation of incentive programs. The attitudes of the employees as well as the executives are improved when they work in a conducive environment. The implemented programs should give indiscriminate chances to all employees to benefit from the incentives based on their performance. Employees who are able to meet or exceed the set goals in the organization should be given the corresponding incentives. This is in contrast to programs based on tournament or the closed-ended type that reward specific winners (Hesketh, 2006).

Great organizations like Wal-Mart prosper only when the right people fills the right positions. The most challenging role of human resource managers is hiring the most qualified and productive employees who forms the foundation of growth as well as productivity.  Most managers realize later that the employees they hire possess hidden flaws or lack motivation ton their job performance. The failure of most employees to perform as anticipated leads to loss of profits, sales and the market share in organization. It is the duty of managers to determine if the cause is allied to recruitment and address the possible deficiencies associated with their system of recruitment (Stillman, 2010).

High staff turnover in Wal-Mart is a critical issue affecting many areas of operations. Companies experience high costs of recruiting as well as training in case the turnover is high. This is coupled with low productivity and the quality of good and services delivery. The turnover of employees has a direct impact on the cost of investments and this is a basis of comparison to competitors. A competitor that has drastically reduced turnover rates is able to produce at low cost and therefore can dispose off to the clients at cheaper prices. The quality services of and goods are also high and therefore the customers are therefore happy and consequently the competitor acquires a bigger market share and a competitive edge (Sparrow, 2006).

Although the company has embraced the benefits fewer skilled employees as a result of technological innovations, the presence of vacant position has significant impacts on the level of production in the company. The staff shortage may lead to hiring recruitment of the wrong workers who perform poorly and this is a great setback to the company. Dissatisfied employees spend most of their time looking for greener pastures and once it is available, then the position they held falls vacant (Stillman, 2010).

During the process of recruitment, it is in order to make use of a profile and ascertain that the employee suit the job descriptions, associated responsibilities, duties defined, sets of skills, level of experience and appropriate compensation. If the profile is not existent in the company, then it becomes imperative that one is developed. Development of the capabilities of the employees is an important accomplishment in the organization. The profiles of the employees should be updated. Performers are separated fro pretenders through interviewing the skills of employees (Stillman, 2010).

The right channel of promotion requires diligence and ample time to reap benefits to the organization. If the process of promotion is ill-advised the results can only be cataclysmic. Managers therefore should identify what works or what never works in the process of employee promotion. Managers should be diligent in delineating important issues inherent in employees who should be promoted.  These include leadership qualities and potentials for fostering teamwork. Recognition of competencies is not an indication of promotion. In most instances, employees quote wrong reasons for promoting their colleagues in the work place. Promotion of employees to higher promotion as a result of high performance is not an automatic guarantee of increased performance in the new position (Sparrow, 2006).

The parameters of promotion as well as attributes that mangers use in the process of their promotion should be communicated to all the employees. This gives them a challenge to try to match to the expectations as they try to earn their promotions (Schizas, 1999).  The employees should be encouraged to suggest their colleagues who they feel are suitable for promotion. This creates a spirit of open dialogue and exposes all the employees to the reality in as far as their working conditions are concerned.

In conclusion, managers should take great caution as they take the initiatives of promotion in their organizations. The employees should be encouraged to suggest their colleagues who they feel are suitable for promotion. This creates a spirit of open dialogue and exposes all the employees to the reality in as far as their working conditions are concerned.

References

Hesketh, A.J. (2006). Outsourcing the HR Function: Possibilities and Pitfalls, London: Accenture

Schizas, C.L. (1999). Capitalizing on a generation gap. Management Review, (June), 62-63.

Stillman, R. J. (2010). Public administration: Concepts and cases (9th ed.). Boston: Wadsworth

Sparrow, P.R. (2006). International Recruitment, Selection and Assessment, London: Chartered Institute of Personnel and Development.

Appendices

Human Resource Management Incentives to Its Employees

How does your organization provide incentives to employees?

What is the reaction of the employees when your company offers them rewards?

What is the reaction of the employees when they are exposed to programs of incentives?

What is the impact created by implementing long-term incentive programs and how does the situation compare to short-term incentives?

What is the contribution of rewarding employees at different hierarchy level in the organization?

What system of rewards has proved most effective in the organization?

Recruit Qualified Individuals

How does your organization seek to recruit the most qualified staff?

Are the hired staffs able to meet and exceed the expectations of the job?

What are the costs of hiring poor performers in the organization?

Is your organization affected by high turnover of employees?

What is the cost of the turnover in your company relative to your competitor?

What is the cost of the vacant positions to the company?

Do your employees apply for vacant positions in other companies?

Do you critically analyze the profile of the candidate before hiring them?

What are the notable competencies that you feel require your attention to improve the process of recruitment?

Employee Promotions

Why should you consider promoting employees?

What are possible strength and weakness of a promotion program?

What are the important competencies that should be considered in the process of promotion?

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