Essays on Importance of Written Agreement between Employee and Employer Coursework

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The paper "Importance of Written Agreement between Employee and Employer" is a great example of human resources coursework.   Business and dynamism are synonymous. The strength of any business is, in fact, the strength of its organization which keeps it firm against any adverse effect. All organization, in turn, comprise of teams or groups which work together toward a common goal. This is the reason why team building is such a vital and delicate concept in the field of business. Team building is a managerial progress approach where managers collaborate and allocate skills to solve organizational problems.

Another concept which is very relevant in this concern is of delegation. A team cannot function properly until there is a proper delegation of duties, accountabilities and autonomy. The given case study highlights a few issues regarding the performance of a sales manager, her appraisal, and legalities associated with employment. As evident from the case study, the company is facing a downturn. In such a situation, many companies take resort to retrench of the workforce in order to cut cost. But it should be done with utmost care as competitors can take advantage of such a situation and can get hold of vital information regarding the company.

The same dilemma exists here in the case study where a sales manager with no future growth potential is being considered for expulsion from the company. But the marketing manager is apprehensive that the sales manager can join competitors which will be detrimental for the company. But as an HR manager, there are many aspects which need to be looked into, before taking any such decision. First and foremost, comes the issue of performance management.

Results are not produced just by remaining busy. Moreover, it goes unsaid that mere training, commitment and hard work alone are not sufficient to achieve a goal. Performance management diverts our efforts from mere business towards effectiveness and being efficient. Performance management is a management system which is result-oriented. It believes in the alignment of resources for the result. With ever-rising competition across all organisations must be much more careful about performance management to remain competitive. Performance management is a philosophy in itself and can be viewed as both instigators and resultant of performance efforts. It is not clearly evident from the case study that, what sort of performance evaluation system is in place in the company.

The system in place has raised questions on the future growth potential of a sales manager. This need to be carefully verified as it may be the circumstances which would lead to such a vegetating result. It may also be the lack of growth potential in the market being tapped by the sales manager. Or it may be the internal policies which may be the reason. A manager never works in isolation.

Though working within the organization, a manager keeps interacting with very many external factors as well as internal factors which cast an effect on managerial performance. As far as the external environment is concerned, it signifies those factors which affect the organisation from outside and falls outside the organizational boundaries. The internal factors fall within the organisational boundary and somewhat is an outcome of organisational policies.

References

1. References

a. Kaplan, Robert S. and Norton, David P., “The Balanced Scorecard – Measures That Drive Performance”, Harvard Business Review on Measuring Corporate Performance, 1998 edition, pp. 123-141

b. Hunger, J. David and Wheelen, Thomas L., Strategic Management and Business Policy, Pearson Education Asia, Prentice Hall, Eighth Edition, pp. 250-251.

c. Tarnow, Eugen (2000). A quantitative model of the amplification of power through order and the concept of group defense. http://cogprints.org/4275/ (Surfed on 25th July 2009)

d. Daniel Katz; Robert Louis Kahn (1966). The social psychology of organizations. New York: Wiley

e. Henry P. Knowles; Borje O. Saxberg (1971). Personality and Leadership Behavior. Reading, Mass.: Addison-Wesley. pp. 884–89

f. O'Connor, J. & McDermott, I. (1997). The Art of Systems Thinking: Essential Skills for Creativity and Problem-Solving. San Francisco: Thorsons Publishing. p. 11.

g. Simon Briscoe, 2005, The trouble with targets, OECD Observer, No. 246-247

h.

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