Managerial Challenges At Morgan Stanley Essay

In analyzing the concepts discussed in Human Resource Management, I have found an interesting mix of education and forethought into the role of a human resource manager. Many of the aspect of human resource management such as HR planning, recruitment and selection, as well as, human resources development and labor relations all play a significant role in the success of any organization. There are many benefits to the learning that has taken place in this course that has helped me better understand HRM and its roll that will shape not only my position in business now but for future

Performance appraisal is a method which is increasingly used to evaluate employees to determine the degree to which they are performing effectively and encourage them to direct their energies towards organizational performance. Although the appraisal is being practiced, there are criticisms made against the system which generally arise from within the Orthodox and radical management frame work.

J.P. Morgan Chase & Co. Is a conglomerate company with a very specific purpose. According to their website, the mission and values of J.P. Morgan Chase is "To be the most profitable, respected and influential investment bank in the world for the long term." To adequately quantify a company's mission or its vision, the firm must first determine, at the strategic level, what its core principles are. J.P. Morgan Chase is a firm with very specific business principles that they believe are at the very core of achieving their mission. Many of these basic principles include: Aspire to be the best, Execute superbly, Build a great team and a winning culture. (J.P. Morgan business goals).

As a human resources manager, the primary task is to ensure that only the best candidates are called for interview. In essence, academic credentials are not enough to determine a candidate’s suitability. During the interview, it is important to ensure that the applicant has required skills to meet the firm’s objectives. For example, a given person might have the best academic qualifications as per the job’s description but lack other important aspects such as ability to work in the team and good communication skills. During the interview, such traits should be noted to disqualify applicants who cannot meet fundamental requirements of a team player.

An effective performance appraisal system strives for as much precision in defining and measuring performance dimensions as is feasible. Some of the major problems with the Darby appraisal system are:

| Explain how different organisational structures and management roles can impact on the HR Function (AC: 1.3)

At the beginning he was told to report to Jenkins, however, once he got to the site he was assigned to Jeff Hardy.  After the company reorganization, he found himself wondering whether he should report to Knight or Hardy. However, despite the confusion, he never brought up this question to Hardy, Jenkins or Knight. He perhaps then fell into the trap of a “boss­subordinate relationship” and went with the structure he felt was assigned without truly understanding its reasoning. ii. He didn’t take enough time to understand HQ’s perspective on various issues a. Replacing the chief engineer, rejecting frequency reuse patterns, or failing to get sign off on agreements for GMCT cell sites indicate failures in managing upward management relationships. Problem #2: Employee Dynamics Strengths 1. Peterson was committed to building an empowering environment for employees. i. Peterson called weekly construction meetings, which invited all to report on the company’s weekly progress and issues. Shortcomings 2. He failed to consider alterations in team dynamics when making hiring and salary decisions. i. He hired Trevor at a higher salary rate to the resentment of other employees, causing significant damage to the trust and respect between employee and manager.

As stated by Peter F. Drucker, “Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.” Performance management is essential to achieving an organization 's mission statement and business goals, and also in attracting, retaining, and motivating qualified employees. There are many benefits and reasons why an organization should execute a performance management system. Performance appraisals establish the basis for qualifying, recognizing, and rewarding employee contributions. In this paper, I will discuss what performance management is, the problems with the current performance management system at my organization, how other organizations have succeeded in their performance management system and how I would advise management at my current organization to improve our performance management system.

Kylie Roberts is the new vice president of Westco Enterprise. Having served for two months, the new vice president is bombarded with employee complains. Two issues are raised by the employees. The first employee believes that she is the best candidate for the Management Development programme that issued by the company to the employees. The employee believes that her stellar performance reviews, commitment and long-term involvement in the company make her the best candidate for the position. The second candidate shares a similar complaint. The second employee believes that he is a good fit for the current vacant position of Retail Promotions Manager; however, the company’s administrative aide believes that two employees do

Although Performance Management evolved from performance appraisals few decades ago, most literature still intensely focuses on performance appraisals when addressing performance management.

Sally Jameson, a second-year MBA student at Harvard Business School, was thrilled but confused. It was late May 1992, graduation was approaching, and she had finally landed the job of her choice. She had just finished an early morning telephone conversation with Bob Marks, the MBA recruiting coordinator at Telstar Communications, a large, publicly held multinational company. Mr. Mark had offered Ms. Jameson a unique position in operations at Telstar, and from the description, it sounded exactly like the job that she wanted Since her first interview with Telstar, she had been very impressed with the company and its people while Ms. Jameson was certain that she

“Performance appraisals can enhance employee performance as well as advance the mission and goals of an organization. There are many advantages of performance appraisals if they are applied fairly, consistently and objectively. Performance appraisals not applied fairly can be counterproductive and even destructive to

1. Jamie Turner and Pat Cardullo have very different assumptions and expectations for Turner’s new position and MLI as a company. This hinders their relationship and prevents effective communication. This may be contributed to a poor psychological contract, the contract was weakly established and has not been maintained throughout Turner’s time at MLI. Also, when Jamie was in the process of signing on, Cardullo implied and even made many commitments; since then he has

The main problem in the case is how Brent can manage the performance of the organization in order to save his job which is under risk since all the midlevel managers are required to reapply for their jobs. Brent is required to increase the productivity of two teams; one is team two while the other is team nine. Both teams are faced with a plethora of problems all of which are hampering the productivity of the teams and therefore making it hard for them to reap the desired results for the organization.

4. How well does SG Cowen’s recruitment and hiring process contribute to the company’s key success factor?