MSL 660 Belhaven University Management Development Program Paper Prompt: Answer Critical Thinking Challenge #4 at the end of Chapter 9. Compare the program

MSL 660 Belhaven University Management Development Program Paper Prompt: Answer Critical Thinking Challenge #4 at the end of Chapter 9. Compare the program you create to your current employer or a former employer’s management development program. If your program is better, tell me why you feel that way. If not, what ways can you improve yours?Requirements: 500 words minimum 4. Design a management development program for first-level supervisors in a mass market retail company. What courses and experiences do they need? 1
HUMAN RESOURCE MANAGEMENT
MSL660/MPA606
Hall #5
Developing Your Organization’s Talent
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Format for Hall session
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Introduction of the Hall
Hall Topics
Christian worldview applications
Major points for the week’s learning
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Topics we’ll cover
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Talent Management
Succession Planning
Careers & Career Planning
HR Development
Performance Management
Performance Appraisals
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Biblical Foundation: Ephesians 6:5-9
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Hall Objectives
• Why talent management is important to the
organization
• Why organizations need to make sure they do
succession planning
• Who is responsible for career planning
• How organizations develop their human
resources
• How organizations assess performance
management
• How to conduct performance appraisals
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Questions or Topics for Reflection &
Study
• Who is responsible for career planning?
• What is the difference between training &
development?
• How do organizations identify & measure
performance?
• Who conducts performance appraisals?
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Talent Management
• Fig. 9-1
Source: Mathis & Jackson (2011), Human Resource Management (13th ed.),
Mason, OH, Cengage Southwestern.
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Succession
Planning Process
• Fig. 9-2
Source: Mathis & Jackson (2011), Human Resource Management (13th ed.),
Mason, OH, Cengage Southwestern.
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Succession Planning
• “Make” or “Buy” talent?
• Potential vs. performance
• Benefits:
▫ Provides pool of talented employees
▫ Provides career paths
▫ Continually reviewing needs
▫ Enhance “brand” & reputation
• Mistakes:
▫ Starting too late
▫ Not linking well to strategic plan
▫ Allowing CEO to make all decision regarding it
▫ Looking only internally
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Careers
• Career – Series of work-related positions a person
occupies throughout life.
• Organization-centered career planning:
▫ Career paths
▫ Employer websites
▫ Accommodating individual career needs
• Individual-centered career planning
▫ Individual actions (self-assessment, feedback on
reality, setting of career goals)
▫ Individual career choices (interests, self-image,
personality, social backgrounds)
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HR Development
• Development – Efforts to improve employees’ abilities
to handle a variety of assignments & to cultivate
employees’ capabilities beyond those required by the
current job.
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What’s the Difference Between
Training & Development
• Fig. 9-7
Source: Mathis & Jackson (2011), Human Resource Management (13th ed.),
Mason, OH, Cengage Southwestern.
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HR Development Approaches
• Job-site approaches:
▫ Coaching
▫ Committee assignments
▫ Job rotation
▫ Assistant positions
• Off-site approaches:
▫ Classroom courses & seminars
▫ Outdoor development experiences
▫ Sabbaticals & leaves of absence
• Learning organizations:
▫ Corporate universities & career development centers
▫ E-development
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Management Development
• Supervisor development
▫ Human relations training
• Leadership development
▫ Modeling
▫ Coaching
▫ Management mentoring
▫ Executive education
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Performance Management
• Performance management – Series of
activities designed to ensure the organization
gets the performance it needs from its
employees.
• Performance appraisal – Process of
determining how well employees do their jobs
relative to a standard & communicating that
information to them.
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Performance
Management
Linkage
• Fig. 10-1
Source: Mathis & Jackson (2011), Human Resource Management (13th ed.),
Mason, OH, Cengage Southwestern.
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Identifying & Measuring Employee
Performance
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Quantity of output
Quality of output
Timeliness of output
Presence/attendance on the job
Efficiency of work completed
Effectiveness of work completed
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Uses for Performance Appraisals
• Fig. 10-6
Source: Mathis & Jackson (2011), Human Resource Management (13th ed.),
Mason, OH, Cengage Southwestern.
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Decisions about the Performance
Appraisal Process
• Appraisal responsibilities
• Informal vs. systematic appraisal
processes
▫ Informal (can happen anytime)
▫ Systematic (formal & planned)
▫ Timing (initially 60-90 days after hire, 6
months, yearly intervals)
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Elements of a Legal Performance
Appraisal System
Legally Defensible Performance Appraisal System:
• Insert
table
• Appraisal criteria based on job analysis (i.e., job-related)
• Absence of disparate impact and evidence of validity
• Formal evaluation criteria that limit managerial discretion
• A rating instrument linked to job duties and responsibilities
• Documentation of the appraisal activities
• Personal knowledge of and contact with appraised individual
• Training of supervisors in conducting appraisals
• Review process to prevent undue control of careers
• Counseling to help poor performers improve
Source: Mathis & Jackson (2011), Human Resource Management (13th ed.),
Mason, OH, Cengage Southwestern.
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Who Conducts Appraisals?
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Supervisor rating their employees
Employees rating their supervisor
Team members rating each other
Employees rating themselves
Outside sources rating employees
Multisource or 360º rating
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Tools for Appraising Performance
• Category scaling methods
• Graphic rating scales
• Comparative methods
▫ Ranking, forced distribution
• Narrative methods
▫ Critical incident, essay
• Management by objectives (MBO)
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Training Managers & Employees in
Performance Appraisal
• Rater errors:
▫ Varying standards
▫ Recency & primacy effects
▫ Central tendency, leniency, & strictness errors
▫ Rater bias
▫ Halo & horn effects
▫ Contrast error
▫ Similar-to-me/different-from-me errors
▫ Sampling error
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Effective Performance Management
• To be effective, a performance management
system, including performance appraisals,
should be:
▫ Consistent with the strategic mission of the
organization
▫ Beneficial as a development tool
▫ Useful as an administrative tool
▫ Legal & job related
▫ Viewed as generally fair by employees
▫ Effective in documenting employee performance
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Questions or Topics for Review
• Who is responsible for career planning?
• What is the difference between training &
development?
• How do organizations identify & measure
performance?
• Who conducts performance appraisals?
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What next?
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Take the Hall Quiz
Complete your detailed reading
Answer the discussion questions
Complete the writing assignments
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References
• Mathis, Robert & Jackson, John. (2011) Human
Resource Management (13th ed.) Mason, OH:
Cengage Southwestern.
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This concludes Hall 1

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