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Workplace Attendance

by Hakeem IBRAHIM

posted in Human Resources Management

The strategic organizational functions that deal with issues and comprehensive approach to managing people, workplace culture and environment include attendance in workplace. Work ethics that are more valued by employers include - productivity, teamwork spirit, respect for constituted authority, good attitude to work, good appearance, and of course, attendance.

Although, certain levels of education, training, and experience are important yet, organizational management looks at work ethics as equally important.

Attendance, like all other work ethics, affects every aspect of the workplace and the entire business, most importantly livestock business, as found in most African countries where manual labor contributes above 80 percent of the farm activities.

Good attendance attitude in any workplace may include the following:

  • Showing up for duty on time more often
  • Giving proper notification of absence, tardiness (slow action)
  • Stickiness to work schedules
  • Readiness to start work on time
  • Remaining on the job during complete day or night duty
  • Limited use of leave, and so on.

All these should be quantified and verified through proper taking of employee attendance and leave records for important future appraisals and other references.

Self-discipline which is the act of developing the disciplinary nature of doing right, in the right way, at all times with a determination to succeed in all aspects in the life of an individual cannot be over emphasized in workplace attendance ethics. At times, the most qualified applicant can lose out due to attendance problem.

In many organizations, the insensitivity to co-workers, unaccountability for responsibilities and poor interest in organizational success are signs and attitudes of employees with poor attendance.

Effects of Poor Attendance in Workplace

Absent and tardy (very slow) workers affect co-workers, customers and other clients in the following ways:

  • Worker who absent from work mostly leaves important work for fewer coworkers
  • Absenteeism creates more work and encourages clock-watching attitude among others
  • Inconclusive job automatically becomes roll over to another day
  • This disrupts and causes reschedule of work target, planned off/ leave of workers
  • It disturbs supervisors already created staffing plans and may distract their attention
  • It delays the achievement of important and targeted company operational objectives
  • It also results in poor effectiveness and productivity
  • Absenteeism encourages bad feelings among other workers that are following the company rules, and practice good work ethics
  • Absenteeism also creates room for loss of clients, customers’ confidence
  • In general, it affects the company’s earnings and profits.

To Encourage Workplace Attendance

Management and supervisors can easily manage employee attendance to reduce attendance problems and its effects in two or more ways. These are based on the nature of operation and available conditions:

  1. Progressive Discipline could be achieved through:
  • Counseling employee about his/her performances, this may unfold the likely challenges being faced
  • Verbal warning and reprimand (unapproved) of employee poor performances
  • Documented written warning to improve on poor performances
  • Suspension of individuals who failed to improve for certain number of days
  • Finally, terminate the employment if refused to improve
  • 2. Attendance Encouragement involves:
  • Encouraging supervisors on good record keeping for effective reference
  • More positive ways to track the time-off of employees
  • Ensuring same time-off rules for every employees in fairness and justice and
  • Introducing a good sick leave or paid vacation as Paid Time Off (PTO) policy
  • Appreciate, respect, and recognize positive employee attendance without the feeling that they must be paid extra for doing their job.

​In conclusion, many employment opportunities create consequences employees experience when failing in his or her work attendance. This is mostly important and helpful to all employees with good attendance and hard work.In conclusion, many employment opportunities create consequences employees experience when failing in his or her work attendance. This is mostly important and helpful to all employees with good attendance and hard work.

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Organizational Performance at a Glance!

by Hakeem IBRAHIM

posted in Human Resources Management

Organization performances are directly related to the type or set of workforce there in, handling different departmental activities. Passionate, talented, and motivated workforce have competitive advantages on organizational existence and better performance. So also, talented but de-motivated and/or motivated non-talented workforce could be a source of drawback to organization's performance and targeted objectives.

Managers are expected to identify the cultural values and norms that exist within their organization and work out the right modalities to measure, and ensure a link between individual employees with the vision and goals of the organization to achieve excellence in the organization on one side, and satisfaction and the personal growth of employees on the other side.

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“MHRM 6600—Week 6”

by Hakeem IBRAHIM

posted in Human Resources Management

360- Degree Feedback System

Organizational and individual leaders and members do receive feedback on their performances but mostly in an anonymous manner from all the departments or constituencies they serve to minimize feedback rating biases. This is due to the general perspectives that, feedback is invaluable, resulting into typical constrain of flow of feedback (information) in organizational system. To free up information flow channels in this situation, 360-degree feedback is identified as a crucial mechanism.

In one developmental study (Aguinis, 2013), 360-degree feedback system is a preferred tool when information about performances of those at the supervisory levels and their roles is to be gathered. According to (Garavan, Morley, and Flynn, 1997, & Ghorpade, 2000) studies which revealed that, performance feedback system known as 360-degree feedback has gained wide coverage and popularity in the corporate world and that, the number of 360-degree feedback instruments has increased significantly within the last 15 years. This is due to the following facts:

  • Organizations require cost effective alternative to assessment
  • There is need for continuous measurement of improvement effort, and
  • The need for job-related feedback for employees affected by career plateau, and so forth.

360-degree feedback is used to measure or examine areas where there are large differences between self perception and other peoples’ perceptions. It is most helpful when used for developmental purposes only and not for administration purposes (Aguinis, 2013). This is because, honesty is more likely recorded when used for individual improvement rather punishment. 360-degree feedback system is usually ideal for individuals with supervisory roles, but can be used for all positions in an organization.

Merits and Demerits of 360-Degree Feedback over Traditional Performance Appraisal

Aguinis (2013) mentioned the various organizational and/or individual importance of 360-degree feedback system as follows – there is ease of providing information about senior officers through 360-degree feedback system, there is also reduction possibility of rating errors because, information is from more sources, both supervisors and managers’ expectations become well known to other employees, there is increased commitments to improve performances when employees are aware of others thought about their performances.

However, certain disadvantages, risks, and hindrances exist from implementing 360-degree feedback system as mentioned by Aguinis (2013). These include – employees’ feeling might be hurt by negative and unconstructive feedback comments, system can only elicit positive result when individuals feel comfortable, and believe on honest and fair rating treatment, when information is provided by fewer raters, anonymity is affected and can lead to distorted information, 360-degree feedback system also require continuous or repeated administration, thereby labeled as 720-degree feedback system due to its complexity.

Conclusion

360-degree feedback, also known as, multisource feedback is an ideal mechanism when obtaining other peoples’ perspectives about individual performances, more importantly, senior officers. This type of performance review program is aimed at, not only better understanding of employees’ strengths and weaknesses but it also measures employee behavior and competencies.

Certain merits and demerits of using 360-degree feedback system also existed for users to be prepared based on likely effects as it relates to their organizational structures and available resources.

References

Aguinis, H. (2013). Performance management (3rd ed.). Upper Saddle River, HJ: Prentice Hall.

Garavan, T. N., Morley, M., & Flynn, M. (1997). 360-degree feedback: its role in employee development. The Journal of Management Development, 16(2), 134-147.

Ghorpade, J. (2000). Managing five paradoxes of 360-degree feedback. The Academy of Management Executive, 14(1), 140-150.

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MHRM 6600 – Week 2

by Hakeem IBRAHIM

posted in Human Resources Management

MHRM 6600 – Week 2

Team Work

When interactions between two or more people in a dynamic, interdependence and valued common goal, objective, and/or mission exist, it is known as a team. To manage a rapidly changing operational context in different organizations, rest heavily on team-based work arrangement. Also, it is uncommon to think of organizations without organizing their activities at least, in part, based on teams (Aguinis, 2013; Rosen et al., 2011). Members of a team have to work together and share common goals; therefore, they need each other. Even though, they may not be permanent, not in the same location, and/or not have ever met in person.

Advantages and Disadvantages of Team Work

Teams are so popular in an educational or an organizational setting due to some merits derivable from team work. These could include the following: the use of teams is believed to improve products and services and increases productivity. Using teams have provided flexible relief to many organizations where lay-offs and restructuring has led to reduced levels of hierarchy. A combined team diverse talent contributions to projects do surpass talent from individuals. Also, it is fundamentally difficult for individuals working alone to respond rapidly and efficiently to changes in business environments (Aguinis, 2013). Additionally, in an education arena, students do share tasks within and outside their comfort zone for skill expansion. Students with different life experiences, ideas, and backgrounds do learn to appreciate points uniquely presented by others (Kokemuller, n.d.).

However, team-based organizations do not mostly outperform others that are not structured around team, as team performance does not, in most cases, fulfill its expectations. Team-based organizations are faced with extended stress of managing teams and the individuals on a team separately (Aguinis, 2013). Furthermore, team projects with pending deadlines do suffer because, decision making always take time in teams. Individual’s different attitude commonly results into conflicts both in organizations and classroom (Kokemuller, n.d.).

Difficulties in Evaluating Individuals on a Team

There exists certain fundamental reasons and merits for undertaking team work as mentioned earlier; despite all the aforementioned, to evaluate individuals working on a team always pose some challenges. These difficulties may include challenges to device ways to assign grades to individual team members because; evaluating inputs from individual to team efforts is problematic. Aguinis (2013) stated further that, individual evaluation and rewards on a team may be difficult, as it can cause demotivation for people from contributing to team performance for personal or self glory.

Conclusion

The fundamental components of a team essentially include a dynamic, interdependent, and interrelationships between two or more people. This is important in managing operational rapid changes in organizations. And it is fundamental that team members have to work together with common team or corporate ideas, goals, and objectives at, or from, their likely different locations.

The merits of team work make it popular in both educational and organizational settings, while the demerits should not be over emphasized as identified in the main part of this write up.

However, certain difficulties arise in the process of evaluating individual efforts that make up a team.

References

Aguinis, H. (2013). Performance management (3rd ed.). Upper Saddle River, NJ: Prentice Hall.

Kokemuller, N. (n.d.). Advantages and disadvantages of group work in a classroom situation. Demand Medial Education. Retrieved from http://education.seattlepi.com/advantages-disadvantages-group-work-classroom-situation-1333.html.

Rosen, A.M., Bedwell, L.W., Wildman, L.J., Fritzsche, B.A., Salas, E., & Burke, C.S. (2011). Managing adaptive performance in teams: Guiding principles and behavioral markers from measurement. Human Resources Management Review 21, 107-122.

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