How HRMs Design Management & Employees' Performance (Essay Sample)

How HRMs Design Management & Employees' Performance
Student's Name
Institutional Affiliation
How HRMs Design Management & Employees' Performance
Discussion 1
Employee appraisals are meant to assist the HRM in designing, evaluating, and assessing the individual's and team's performance and submitting informed feedback. Strategic evaluation is based on successful employee and management plans, meant to help develop decisions and training needs. In a review system that promotes roles, behaviors, and work outcomes, the employees are responsible and accountable for their overall performance (Murphy & Deckert, 2013). There should be a balance between the actual employee's performance on one side and behavioral reviews on the other in two-sided management. This system is used in many organizations but on different matrixes. Structured evaluation questionnaires are given to fellow employees, superiors, and in some cases, external stakeholders like customers to provide insights and feedback on the employee's performance.
In this evaluation method, I recommend a 360 degrees appraisal system. One stakeholder, referred to as the rater, appraises the employee on multiple aspects that remain anonymous and only evaluated by HRM. Such a system helps provide employees with information about the impacts of their actions, give a behavioral change concept, and advise the HRM to design a development plan (Aggarwal & Thakur, 2013). The system's objective is to create a long-term employee development culture and foster a solid leadership front.
Discussion 2
Human resources practices are a critical element in the organization's operations. The HRM acts as the legal link between the firm and its employees. Besides giving substantive guidance regarding employment procedures and essential governing laws, it is accountable for employee's commitment to the firm. Enterprises are now in people-oriented management, whose aim is to stimulate staff enthusiasm and attract and retain competent human resources (Manshadi, Mehregan, & Safari, 2015). The utility is a degree of satisfaction by a consumer of a service or goods. Marginal utility is founded on the assumption that efficiency can be numerically measured and subsequently be quantified. Therefore, based on that theory, human resources can be expressed quantitatively by assigning numbers representing the level of the staff's performance. On the same argument, employee's compensation can be analyzed based on marginal utility theory. Therefore, HRM forms an essential component of an organization's remuneration guidance and employee motivation analysis based on marginal utility. As the support unit, HRM assists in the implementation of the organization's strategies by building capacities that may not be automated or shared. For a firm to realize its goals, a combination of management, skilled employees, and a reliable link to labor unions by HRM is also vital.
Discussion 3
Table Showing Transformational Events at Harley Davidson Inc

Right People

Right Way

Right Things

Right Development

Level 3

Preserving, taking care of talents. Employee's commitment as a result of satisfaction is the basis of this level.

Motivation and work-related altitude that results to output. Learning and development continues to drive organizations objective

About competitive advantage. Employee-organization centered outcomes.

Management monitors the loophole for turnovers and ensures all gaps are filled.

Level 2

Scoring employees for physical/mental capabilities motivation and prospective leadership

Ensuring the support units are availed to monitor roles development and rewards

Equipping the employees with the right tools for the purpose of their personal development and realization of organization strategies.

Reviewing unique talents and capacity to take new assignments and overcome challenges

Level 1

Employees onboarding.
Capacity building and internal training using practical skills and aptitudes

Maintaining consistency in performance. Based on the evaluated improvements and collaboration

Confirming the staff are equipped with SMART and precise goals.

Filling the knowledge gaps of the employee by continuous coaching practices

At Harley Davidson Inc, HRM transformational events start with the recruitments and training of personnel. The most competitive techniques of professional selection and onboarding are used as the highest skill-testing assessment. At this level, active transformational leadership that affects and predicts employee's consciousness in improvements is illustrated (Kelloway, Mullen, & Francis, 2006). The monitoring of knowledge, skills, and abilities continues through close mentorship and assessment. In Harley Davidson, employee collaboration is essential as the technology of motorbikes engineering continues to evolve. New engineers in designing gears, for example, must engage other employees as the management evaluates their performance. The right things and development involve goal setting and filling of knowledge gaps before confirmation of employees.
Level 2 involves the employers assessing employee's motivation levels and subjects them to potential leadership roles. Performance reviews to establish the best unique talents to take up challenging obligations are evaluated. At the third level, the employees are mature in the profession. The organization strives to retain the talents as output is driven by continuous employee learning and development, which guarantees motivation. The organization is enjoying a competitive advantage, and the development of employees is vital for attracting new talents.
Discussion 4
Even in the best performing organizations, some challenges come with employees' policy implementation as directed by the HRM towards achieving goals. Some of the practices and, indeed, in most cases, many of the proposed performance measurement practices are not welcomed by staff and end up demotivating them. Overall, the conflict between management and employees leads to resentful behaviors that translate to an individual's poor performance (Neale, Butterfield, Goodstein & Trip, 2018). The result is falling of the organization's goals and objectives.
One of the conflicting practices is using punitive measures of rewarding underperformance. An organization's pressure to deliver comes from all angles, including beating the competition and meeting financial margins. When employees underdeliver for one reason or the other, some firms consider a metaphorical discipline model like withdrawal of rewards, warning, and show Couse letters, as a punishment (Iheanacho, Edema & Ekpe, 2016). Ultimately, such methods do not motivate employees but inspire and drives unwarranted resentment and apprehension.HRM should consider restorative practice in a performance survey to guide changes in employee's framework to performance management. Development of coaching and mentorship programs to an underperforming staff is more likely to derive potential that may not have been possible informal punitive practices.
Discussion 5
BFOQ is the abbreviation for Bona Fide Occupational Qualification. It is a sound quality assurance method used by an organization to assist in decision making while hiring employees in the US. The organization sometimes subjects its