Managing The Global Workforce Final 1. As A Human Resource

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Managing the Global Workforce Final 1 As a Human Resource Director, it is my duty to launch a performance management system. There are many different systems that would benefit this 5-year-old company but the one most beneficial has to be put in place. All factors have to be addressed when deciding on the system. The age of the company which is 5 years old. This is significant because the same performance management tool that a 50-year-old company would use may not be valuable to this company. Another factor that must be addressed is the average age of the employees. The average 33-year-old may respond differently then would a 55-year-old seasoned employee to an employee performance management system. Organizational behavior theories…show more content…
It seems important then that such a globally employed phenomenon is fully understood. 360[degrees] or multi-rater feedback is one of the vehicles that is used to facilitate performance feedback and therefore deserves attention at an academic and practitioner level (McCarthy & Garavan, 2001). Top grading is an approach that companies use to filter out professionals that may not be right for the particular organization. In the best companies, recruitment is a way of life. All senior managers view “topgrade” hiring and promoting as crucial to achieving strategic goals, Smart says, and managers are held accountable for hiring A players. As competition for top talent intensifies in 2008, companies that hope to achieve market dominance or boost market share must focus on assembling exceptional teams. Recognizing the ineffectiveness of outdated recruiting and development practices is the first step toward attracting the individuals that will truly make a difference in the organization’s performance (Walters, 2007). Other appraisal systems and have been evaluated but and key concepts will be adapted to help design the perfect model. Management by objective has many positive notions but also lacks in certain areas. This method, often called MBO, is designed to include employees in the goal-setting process and define “success” by measuring accomplishments against a clearly established set
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