Which of the following is NOT a characteristic of merit-based systems? Just-meaningful pay increases Based only on subjective measures Periodic performance reviews
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Please answer the following multiple choice question
1. Which of the following is NOT a characteristic of merit-based systems?
- Just-meaningful pay increases
- Based only on subjective measures
- Periodic performance reviews
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- For McDonald’s, people are its most important asset. This is because customer satisfaction begins with the attitudes and abilities of employees and committed effective workers are the best route to success. For these reasons, McDonald’s strives to attract and hire the best, and to provide the best place to work. Examine the case of McDonald’s and critically discuss successful recruitment and selection strategies/practices that you would recommend for other restaurants to adopt in order to hire ‘the right employees’. (Question is based on the attached case study)1. Identify the measure of performance described. When a coach tells her players at the end of losing a game, “You really played well and stayed in the game plan,” she is using what measure of performance?“We know from the text that the ultimate criterion is theoretical, whereas the actual criterion is our best attempt at capturing the ultimate criterion. What are some implications of having little overlap (relevance) between an ultimate criterion and an actual criterion? What would this mean for an organization that is trying to assess the performance of its employees?”
- Based on the case study, you are required to discuss the followings: - 1. 5 Reasons why the new performance appraisal system at St. Luke’s Hospital is more likely to result in more accurate performance appraisals. 5 Advantages and 5 disadvantages of combining job descriptions, performance appraisals, and competency profiles for development as St. Luke’s did.6. Can you think of anything that Boston Consulting Group does not do for its workforce that you beliove would make it an even better campany to work for? Why? Only typing answer Please explain step by stepAnswer the following 2 questions: 1- What aspects of a person's performance should an organization evaluate? 2- many different people can conduct performance appraisals. Briefly describe the various alternatives?
- list and describe three of the indicators (i.e., measures) used to monitor and evaluate the effectiveness of a performance management system. When or how often should such evaluations take place? Of the measures you selected, which one would be the most important in understanding effectiveness? Why is it difficult (or not difficult) for organizations to measure the effectiveness of their performance management system? Please share any experience you have in this area.Q.1 B- Burger Day operated a “rank and yank” system, whereby employees were appraised and rat-ed once a year. After-wards, the bottom 10% were fired. Not exactly a recipe for employee engagement! Such an environment is a breeding ground for unhealthy competition, reduced team-work, and employee burnout. Now In 2021, under the CEO, senior management of Burger day announced they want to replace this approach with a new performance tool.As you are the manager, suggest how employees should be rated and how to enhance employee engagement which enables employees to capture progress against their goals.You work as a supervisor in a manufacturing firm. The company has implemented a balanced-scorecard performance-appraisal system and a financial bonus for exceeding goals. A major customer order for 1,000 units needs to ship to a destination across the country by the end of the quarter, which is two days away from its close. This shipment, if it goes well, will have a major impact on both your customer-satisfaction goals and your financial goals. With 990 units built, a machine breaks. It will take two days to get the parts and repair the machine. You realize there is an opportunity to load the finished units on a truck tomorrow with paperwork for the completed order of 1,000 units. You can have an employee fly out with the 10 remaining parts and meet the truck at the destination city once the machinery has been repaired. The 10 units can be added to the pallet and delivered as a complete shipment of 1,000 pieces, matching the customer’s order and your paperwork. What do you do?
- CASE: HERE WE GO AGAIN The position of business office manager at Memorial Hospital has been a “hot seat,” changing incumbents frequently. When the position was vacated last May the four senior employees in the department were interviewed. All were told that because they were at the top of grade and the compensation structure for new supervisors had “not yet caught up with that of other jobs,” the position would not involve an increase in pay. All four declined to pursue the position, and all were given the impression that they were not considered fully qualified anyway, but that they might be considered for supervision again at a later date. That same month a new business office manager was hired from the outside, and the four senior employees were instructed to “show the new boss all you know.” Over the following several months the finance director told all four employees that they had “come along very well” and would be considered for the manager’s position should it come open…there are three benefits gained from quality-of-work-life programs. the first is a more positive attitude toward the work and the organization, and the second is increased productivity. what is the third? - turnover should decrease - organizational effectiveness should improve -increased job satisfactionWhat are the possible reasons, other than what has been stated in Pink's speech, for the counter productivity of financial performance incentives? What are some of the contributing factors that lead to excellent performance other than financial rewards?