How A Needs Assessment Is The Gaps Between Current Conditions And Desired Conditions?

IDENTIFIED AND EXAMINED THE NEEDS AND EXPECTATIONS OF CUSTOMERS, COLLEAGUES, STAKEHOLDERS AND RELEVANT OTHERS IN THE WORKPLACE.

An employee needs assessment is an asset to have in the retail industry. In this demanding line of work it is imperative that we have employees who are fully capable of doing their job well and quickly. Therefore, the needs assessment is needed to help shine the light on those candidates who best fit our needs. One way that a needs assessment may expose any existing performance deficiencies is by looking at the candidates’ individual needs. A needs

In step one, Rossett (1987, 1985) suggests that there are three typical situations that initiate the needs assessment process:

According to Lepak & Gowan (2010), needs assessment identifies the gaps that exist between what employees should be doing and what they are actually doing, and it can narrow and fill these gaps based on supporting company’s strategic goals and adding values to the company. In Lepak & Gowan (2010), three analyses should be carried out step by step to locate the gaps among the company’s management structure from top to bottom: (1) organization analysis: determines a company’s progress toward achieving its goals and objectives; (2) task analysis: identifies

Employees require motivation, reward and encouragement for maximum productivity. Punishment to workers not performing is also mandatory to prevent cases of poor performance. Ethical considerations must be looked at and employees must follow rules and company policies for plans made by management to be successful. Workers and management relate like a family and this has enabled the company perform to its expectation. These plans are aimed at ensuring total customer satisfaction and delight.

The purpose of this paper is to describe a selected organization or workgroup that has

Information and Education-desire to educate the employees more about the aspect of the business and understand the management practices.

In addition, the company also concerns social needs which hope the employees have belonging feeling. For example, the company holds different interesting clubs to encourage employees to gather and share the hobbies in holidays, e.g. hiking club, biking club, running club etc. Apart from these clubs, the company also organizes annual dinner in order to offer a chance for different departments gather together in a relax atmosphere. The forth level is esteem needs. The company would reward those outstanding performance colleague though global announcement intranet system, which can strengthen employee’s confidence and create higher motivation to achieve good result in company. The last level is self-actualization, it may focus on top management how to achieve beyond its capabilities, for example, they can enjoy the bonus based on company’s profit.

The literature review, explain the theories which are related to the case study’s problems in order to the motivation and satisfy employees’ needs. There are three important theories include; organizational motivation justice, Maslow’s hierarchy needs theory, and expectancy theory.

Any new employee need to be oriented which is done through training, even though it is a small company. One of the purpose of training is that the employee can learn their tasks and start effectively. The main of performance management is to identify training needs and areas where employees need to improve on. Day-to-day employee performance management is an important part of managing employees. It is done through setting goals, communicating expectations, providing feedback to employees based on their performance (Bilton 62). Brown said that much of day-to-day management is done by junior

Four areas that the criteria should include are employee’s impact on the performance goals, skill set, work ethic and professional development. The first set of criteria would relate directly to individual's impact to the vision and objectives of the company. The plant manager should be as specific as possible to help quantify the engineers’ contributions. The second set should be measures concerning a variety employee skill sets such as technical ability, communication, documentation, problem-solving, and adherence to the company’s philosophy. Identifying the engineer’s strengths and weaknesses on diverse skill set criteria will help the engineer gain a wider understanding of his performance overall. The third set of criteria concerns itself with an employee’s work ethic. Work ethic criteria include the amount of work missed, lateness arriving for a job, how well the employee is motivated, positive communication with peers and management, and how well the employee interacts with co-workers and management. The final set of criteria includes a how much an employee is committed to furthering their knowledge and expertise of their given profession. Organizations look positively on employees that strive for greater expertise in their given professions. Managers

Need is defined as “the gap between current results and desired results-not gaps in resources, methods, procedures or means.” (Kaufman, 1992) Hence, the management focuses on the organization’s priority, which is the ‘What’ issue. It is important to identify the correct need to prevent wasting resources fixing the wrong needs.

I’m not naïve and I don’t expect our students to stop, but I do want students to be safe. And I also want our students to not feel pressured. They should feel comfortable in any social environment, and not forced to drive to ‘fit in’”.

There was a coordination and collaboration among all departments in the organization that resulted in faster accomplishment of tasks. Also, the goals of the organization were clear for the employees and they were always stressed by their managers.

Since a common goal of business is to achieve sustained high level of performance, it is important for companies to pay close attention to its employee’s mindset, and conduct the best way to motivate them. There are several factors that can affect employee performance such as goal setting, possible opportunities, working condition and reward system (Whetten & Cameron, 2005, p. 24).