Introduction: Training Guide for Managers
As an organizational psychologist, a training guide is one of the most important elements that all organizations should possess. There are three primary methods of employee assessment: self-assessment, peer assessment, and manager assessment. Self-assessment is usually the most common type of assessment used in organizations. Employees complete questionnaires or surveys about their own strengths and weaknesses. Peer assessment is when employees are asked to assess the strengths and weaknesses of their colleagues. Manager assessment is when employees’ managers provide ratings and comments about their employees’ strengths and weaknesses. The most accurate assessments use a combination of two or more methods. For example, a manager can give ratings and comments about an employee’s strengths and weaknesses after observing their work while asking other employees for their opinion.
Employee measurement is a critical factor in assessing employee productivity and effectiveness. However, to managers, the below training guide is essential in measuring employees’ performance. First, the managers must make sure that the employee measurement system is aligned with the organization’s overall goals and objectives. Second, the system should be fair and equitable, and employees should be able to understand how they are being measured (Almås et al., 2019). Third, the employees should also be given feedback on their performance so that they can improve their productivity and effectiveness. Finally, the employee measurement system should be periodically reviewed and updated as needed.
Human Resource Job Description
The job of the human resource manager is to oversee all aspects of Human Resources within the company. This includes recruiting new employees, onboarding new hires, overseeing payroll and benefits administration, and ensuring compliance with all applicable labor laws. The human resource manager is also responsible for maintaining employee records, conducting exit interviews, and developing and implementing employee training programs (Smither & London, 2009). These training programs are mainly to support employees in the areas of weakness to enable the company to attain its goals.
Use of a Behavior-Based Approach
It is true that an organization should use a behavior-based approach to measure employee performance. By observing employees’ actual behavior on the job, HR managers can more accurately gauge their productivity and effectiveness (Bolino & Klotz, 2017). This type of assessment is also less likely to be biased than assessments based on employees’ opinions of their own work. There are many reasons to prefer a behavior-based approach to employee performance measurement. Behavior-based approaches are more objective than subjective assessments, are less likely to be biased, and provide a more accurate picture of how an employee functions on the job. Similarly, behavior-based measures are based on actual observed behavior, which means that they are less open to interpretation than measures based on employee opinions or subjective assessments (Almås et al., 2019). Concerning reliability, its measures are consistent from one observer to the next so that one can be sure that the results got are accurate.
A behavior-based approach is also predictable and actionable in that by identifying specific behaviors that are linked with successful job performance, one can make better predictions about how an employee will perform in the future. Additionally, once one has identified the behaviors that need to be improved, they can be easily worked on until the needed results are achieved (Almås et al., 2019). Behavior-based measures also make identifying employees with potential problems easier and help managers intervene before these problems become serious. Finally, behavior-based measures are predictive of future job performance, while scores on most other types of performance measures are not.
Performance Measurement by Behavior-Based Approach
In measuring performance through a behavior-based approach, I would involve observing and recording the specific behaviors that are linked with high levels of performance. Some of the key behaviors that could be observed and recorded include task involvement, persistence, attention span, and creativity. Task involvement entails how much effort an employee is putting into the work; it also includes physical, psychological, and mental effort. It also involves motivation, trust, loyalty, and commitment (Smither & London, 2009). Commitment refers to the level of employees’ attachment to their job responsibility and the company’s goals. Committed employees continuously work towards attaining goals regardless of the challenges along the way.
On the other hand, persistence focuses on how frequently the employee keeps on trying to achieve personal and organizational goals regardless of the workplace obstacles. Motivation is another area of determining the employee’s involvement; such employees will always find their motivation to achieve more results day by day. Attention span is also a way to measure an employee’s performance; it is a question of how long the individual can focus on a task without getting distracted. Good employees will always finish their tasks before any distractions to ensure that they deliver their tasks on time. Additionally, creativity is similarly a behavior to be noted when measuring employees’ performance. Creativity reveals how well an employee can solve a problem or handle a task as compared to other employees within the department or organization.
Tactics to Enhance the Organizational Citizenship Behaviors
As a store manager, I would use such tactics as reward and recognition for achievement, camaraderie, and team spirit promotion to enhance organizational citizenship behaviors (OCBs). Similarly, I would consider training employees on the importance of OCBs and also leading by example. Well-performing employees’ recognition and reward normally encourage poor-performing employees to emulate positive behaviors (Smither & London, 2009). Promoting team spirit and camaraderie within the organization will help employees feel like they are part of something larger than themselves and will be more likely to want to contribute positively to the team. Conversely, training employees on the importance of OCBs will help them understand why these behaviors are important and may motivate them to engage in these behaviors more often (Bolino & Klotz, 2017). Lastly, leading by example will be a better way of demonstrating to other employees how OCBs work and that it is possible.
Tactics Decrease Counterproductive Workplace Behaviors Potentiality
As a store manager, I would use different tactics to decrease the potential for counterproductive workplace behavior. One such tactic is effective communication; this can be done through clear and concise expectations, open communication channels, and timely feedback. In addition, providing employees with training and resources that will help them succeed in their roles can also help to reduce the likelihood of counterproductive behavior (Smither & London, 2009). The training will entail how to use material handling equipment for faster, more efficient, and more productive operations within the store. Finally, creating and maintaining a positive work environment for employees to feel appreciated and respected, thus working hard to produce better results.
In conclusion, the success of an organization starts with measuring the employees’ performance. Self, peer, and manager assessments are some of the ways of identifying weaknesses that need training. Employees training is an important activity when it comes to a company’s success, and it falls under the human resource manager’s job description. Apart from organizing employees training, the human resource manager also performs the role of new employees recruitment, employee records maintenance, exit interview conduction, and ensuring labor laws compliance by all employees. The behavior-based approach is the best when it comes to employees performance measurement since it is objective, actionable, predictive, and reliable.
Almås, I., Kjelsrud, A., & Somanathan, R. (2019). A behavior‐based approach to the estimation of poverty in India. The Scandinavian Journal of Economics, 121(1), 182-224. Web.
Bolino, M. C., & Klotz, A. C. (2017). How to motivate employees to go beyond their jobs. Harvard Business Review, 15, 2–4.
Smither, J. W., & London, M. (Eds.). (2009). Performance management: Putting research into action (Vol. 21). John Wiley & Sons.