Managing Employee Performance And Reward Systems, Practices And Prospects 3rd Edition John Shields, Jim Rooney - Solutions

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5. Using the Internet, find salary schedules for two local governments, two state governments, and two nonprofit organizations. What are the similarities and differences across all six organizations?
4. Go to the Office of Personnel Management (OPM) Web site(http://www.opm.gov). How many different salary schedules are there? For what positions?
3. In small groups, discuss the compensation policy in the organizations where you work. What is the basis for the policies?Does one organization have a more progressive policy than the others?
2. Review current copies of the ICMA Newsletter, the IPMA Newsletter, the Chronicle of Philanthropy, or the Nonprofit Times. What positions receive the highest salaries? What factors do you think are most important in determining compensation?
1. What type of equity (external, internal, or employee) is more important to you? Explain the reasons why.
7. Visit the U.S. Department of the Interior’s Office of Planning and Performance Management Web site (htpp://www.doi.gov/ppp).Do you find information there that would be useful to your organization? Explain.
6. Assuming that you are a performance evaluation consultant, visit the University of California at San Diego’s Guide to Performance Management Web site (http://www-hr.ucsd.edu/~staff education/guide). How comprehensive is the guide? Is there any information that needs to be added? Deleted?
5. Visit the Web site of the Office of Personnel Management(http://www.opm.gov/perform). What performance management strategies does the OPM recommend?
4. In small groups, select a particular job in a specific industry, and design a performance management system for this position.
3. Select five different positions in your organization, and decide what sources would be appropriate for performance feedback.
2. What are the advantages and disadvantages of 360-degree feedback systems?
1. Identify the major strategic issues an employer, department, or supervisor faces in designing a performance management system.
9. Are the distinctions you make among levels of performance credible to internal and external stakeholders? How many distinctions can be made credibly, given your culture and the nature of your work?
8. Do the elements and standards of your employee performance plans capture the results and accomplishments you expect, or do they merely describe the same tasks and process inputs year after year?
7. Are the people who have the best knowledge of the quality and effectiveness of employee performance providing feedback, either for developmental purposes or as input to a performance appraisal? Should you explore using 360-degree assessment where it is appropriate?
6. Do you provide ongoing performance monitoring and feedback to employees about their individual and group performance?
5. Have you developed collateral processes for establishing performance goals and monitoring performance and established how these might be integrated into the formal appraisal and reward process?
4. Have you given enough attention to planning, measuring, and rewarding internal customer service for your various staff operations and administrative functions?
3. Should you be developing measures of customer service and group or team performance outcomes that can be used for planning performance and for distributing rewards based on improved performance?
2. Does your performance management system include effective performance planning, goal setting, and communications processes that link to your strategic objectives?
1. How can your agency effectively involve employees and their representatives in redesigning performance management to promote the credibility and acceptance of the system? Have you identified your mutual interests?
5. Visit the Web sites for the Chronicle of Philanthropy (http://phil anthropy.com), idealist.org: Action Without Borders (http://www.idealist.org), and the Foundation Center’s Job Corner Alert (http://fdncenter.org/pnd/jobs). Do you notice any patterns with respect to the types of positions that
4. Devise a recruitment and selection system for the following positions: (a) executive director of a human services nonprofit,(b) budget analyst for a local government, (c) city manager,(d) police officer, (e) social worker. What considerations need to be taken into account for each?
3. Does your organization use Internet recruiting? If so, what are the advantages and disadvantages? If your organization does not use Internet recruiting, go online and find an organization that does employ Web-based recruitment. What is your opinion of the Web site?
2. Discuss what strategic recruiting considerations should be addressed by your organization and why.
11. Have you ever filed for workers’ compensation?
10. Have you ever been treated for mental health problems?
9. How many days were you sick last year?
8. Do you have a disability that would interfere with your ability to perform the job?
7. Identify five job titles and their job descriptions in your agency.Visit the Dictionary of Occupational Titles Web site (http://www.theodora.com/dot_index.html). Are the job descriptions for the positions you identified consistent with the position descriptions in your agency?
6. Visit the O*NET Web site (http://online.onetcenter.org). Conduct a skills search for your position. Are the skills identified by O*NET similar to the skills you possess?
5. Why are strategic job analyses important for organizations that want to be competitive in the next ten or twenty years?
4. Do you agree with the reasons Sanchez and Levine (1999) use the term work analysis instead of job analysis? Explain your thinking.
3. Explain how you would conduct a job analysis for an agency that had never conducted one and that did not have job descriptions.
2. Discuss why the American with Disabilities Act (ADA) has heightened the importance of job analysis activities.
1. Discuss the various methods by which a job analysis can be completed. Compare and contrast these methods, noting the pros or cons of each.
6. Visit the Minnesota Council of Nonprofits Web site (http://www.mncn.org). What resources are available for volunteer programs?
5. Visit the Girl Scouts of the USA Web site (http://www.girl scouts.org). What types of volunteers are needed?
4. Visit the city of Virginia Beach’s Web site on volunteer opportunities (http://www.vbgov.com/dept/vcc). What types of volunteer positions are available?
3. In small groups, discuss the types of volunteer programs offered by your organizations.
2. What are some of the organizational disadvantages associated with having volunteer programs?
1. What are some of the organizational benefits associated with having volunteer programs?
5. Visit the Department of Justice Pride Web site (http://www.DOJ Pride.org) and the FederalGLOBE Web site (http://www.fed globe.org). What issues are of concern to gay and lesbian federal employees?
4. Visit the 9 to 5 National Association of Working Women Web site (http://www.9to5.org). What issues are of concern to working women?
3. Visit the American Association of Retired Persons (AARP) Web site (http://www.aarp.org). What are the most pressing issues facing senior citizens?
2. Visit the U.S. Census Bureau Web site (http://www.census.gov).Select a state, and identify the demographic trends in that state.What do the trends indicate? How can employers prepare for the future?
1. In small groups, identify and discuss the significant trends related to diversity. What initiatives have been established in your agencies to meet these challenges?
4. What is your opinion of the EEOC Web site from an employer’s perspective and from an employee’s perspective? Are there any changes you would make? If so, what are they?
3. Visit the Equal Employment Opportunity Commission Web site(http://www.eeoc.gov). What kind of discrimination (race, sex, disability, national origin, religion) is most prevalent in the region where you live? Why do you think that is so?
2. In small groups, determine what kinds of policies and training programs exist in your organizations that address equal employment opportunity.
1. If you were asked by an employer to review an employment decision to determine if discrimination had occurred, what factors would you consider, and how would you evaluate them?
8. Go to the Center for Technology in Government (http://www.ctg.albany.edu) and the Center for Digital Government(http://www.centerdigital.gov.com). What are some of technology topics being discussed, and how might your organization be affected?
7. Go to the online version of the Chronicle of Philanthropy (http://philanthropy.com). What are some of the technology topics being discussed, and how might your organization be affected?
6. Go to Government Technology Executive News (http://www.govtech.net/news). What are some important topics that government executives need to be aware of ?
5. Go to the online version of Governing Magazine (http://www.governing.com), and look under “Technology.” What are some of the topics being discussed, and how might they affect your organization?
4. What initiatives have been established to meet technology challenges?
3. In small groups, identify and discuss significant current trends related to information technology.
2. Has technology transformed your job? If so, in what ways?
1. Describe the advantages and disadvantages of employees using a Web-based HRIS?
8. Go to the Office of Personnel Management (OPM) Web site on federal human capital (http://www.fhcs.opm.gov), and review its reports on federal human capital. What strategies and recommendations do you think should be used by your agency?
7. Go to the General Accounting Office (GAO) Web site (http://www.gao.gov), and review its reports on human capital. What strategies and recommendations do you think should be used by your agency?
6. Assume that as a result of HR planning, you discover a shortage of direct service workers but a surplus of administrative workers. Discuss the actions that might be taken to address the imbalance, and explain why these actions must be approached carefully.
5. In groups of four or five, compare and contrast similarities and differences among the organizations you work for. What factors appear to influence how an organization perceives the value of its employees?
4. Why must HR planning be seen as a process flowing from the organization’s strategic plan?
3. What can HRM do to make senior and line managers take more of an investment approach to human assets?
2. What is the role of HR in your organization? Why does it assume that role?
1. What are the main barriers that prevent an organization from taking a more strategic approach to HR? Why do they exist, and how can they be overcome?
5. Visit the Monthly Labor Review Online (http://www.bls.gov/opub/mlr/mlrhome.htm). Review the two most recent editions. Select two articles from each edition. What topics are discussed, and why do the authors think they are important?Explain.
4. Visit the Bureau of Labor Statistics’ Web page (http://www.bls.gov), and review “Occupation Outlooks and Demographics Data.” What additional workforce changes do you believe might take place in the next five to ten years?
3. Why is it important for HRM to evolve from an administrative and operational role to a strategic one?
2. How well do you think human resources as a profession responds to the social and workplace trends affecting human resources today?
1. Identify how the human resources challenges discussed in the chapter are evident in a current or past employer.
4 Of the many performance and reward practices to which you have been introduced throughout this book, identify three performance management practices and three reward management practices that you feel will have most appeal to Gen Z employees. Also identify one performance management practice and
3 Now, thinking about the model of psychological engagement detailed in chapter 2, how might Millennials’ beliefs and attitudes influence their behavioural intentions?Will the contours of psychological engagement be different for Gen Z? Global management consulting firm Deloitte’s seventh
2 Thinking about the concept of the employee value proposition to which you were introduced in chapter 2, what clues does the Deloitte study provide about whether Millennials will be more attracted to an employment deal that is (i) transactional;(ii) relational; or (iii) balanced? Global management
1 Why might Gen Z be less sanguine about how technological change might influence future jobs? Global management consulting firm Deloitte’s seventh annual Millennial Survey, published in 2018, draws on responses from over 12,000 young employees from thirty-six countries, including Australia and
5 What values and expectations will Generation Z bring to the workplace? What changes might this necessitate in the value proposition that organisations offer to this generation? What are the specific implications for how Gen Z’s performance should be managed, recognised and rewarded?
4 It has been suggested that the gig economy will revolutionise the way we think about performance and reward management. To what extent do you agree with this proposition?
3 If robots do come to rule us, what might this mean for how human performance will be defined, measured and rewarded in the future?
2 How are the technological changes associated with ‘Industry 4.0’ likely to influence future ideas and practice on the issue of pay transparency?
1 How important is the quality of working life likely to become in the 2020s?
3 Suggest five ways in which performance and reward management practices in diverse workplaces might be made more inclusive. Read management consultant Paulo Gaudiano’s piece then formulate responses to the questions that follow:Gaudiano, P. (2018), ‘Companies should stop focusing on
2 Why might inclusion be a more powerful influence on employee well-being, engagement and performance? Read management consultant Paulo Gaudiano’s piece then formulate responses to the questions that follow:Gaudiano, P. (2018), ‘Companies should stop focusing on diversity’, Forbes, April 2,
1 Should workforce diversity be seen as an end in itself or the means to something deeper? Read management consultant Paulo Gaudiano’s piece then formulate responses to the questions that follow:Gaudiano, P. (2018), ‘Companies should stop focusing on diversity’, Forbes, April 2,
3 What, if anything, does this decision on office redesign tell you about the role of employee engagement at Morgan Stanley? What clues can you find in the news article from Bloomberg and the Harvard Blog? Review the following two articles and then reflect on the questions that follow on aspects of
2 Do Millennials really have employment expectations that set them apart from older generations? And from younger (i.e. Gen Z) employees? Review the following two articles and then reflect on the questions that follow on aspects of employee engagement relating to Millennials:Basak, S. (2018),
1 What role does employee engagement play in the effectiveness of an organisation’s approach to managing individual employee performance? How important is workplace design to employee engagement and performance? Review the following two articles and then reflect on the questions that follow on
3 What, if anything, should the government do about issues of injustice associated with the gig economy? Read the following three articles and reflect on the aspects of organisational justice raised by the questions below:Parkinson, H. J. (2017), ‘“Sometimes you don’t feel human” – how
2 Do you agree or disagree with the proposition that Millennials are falling victim to their ‘love affair’ with the gig economy? Read the following three articles and reflect on the aspects of organisational justice raised by the questions below:Parkinson, H. J. (2017), ‘“Sometimes you
1 Has the rise of the new organisational forms and work relationships associated with the emergence of the gig economy made the notion of organisational justice obsolete? Read the following three articles and reflect on the aspects of organisational justice raised by the questions below:Parkinson,
4 What do you see as the broader implications of Alibaba’s smart business ‘ecosystem’ for the future of people management generally? As this article by Alibaba’s Ming Zeng indicates, Chinese online retail giants like Alibaba and Taobao are leading the way globally in the application of big
3 According to Zheng: ‘Digital leaders no longer manage: rather, they enable workers to innovate and facilitate the core feedback loop of user responses to firm decisions and execution.’ How is ‘smart business’ changing the way employee performance is defined and measured? How might it
2 The article is replete with detail on about Alibaba’s value proposition to customers but what clues does it offer about the firm’s value proposition to employees and how its jobs are designed? As this article by Alibaba’s Ming Zeng indicates, Chinese online retail giants like Alibaba and
1 In terms of the taxonomy of business strategies used throughout this book, which strategy type best described Alibaba’s strategic priorities: cost reduction, quality enhancement, innovation, a combination of these, or something altogether different? As this article by Alibaba’s Ming Zeng
• achieve a rounded understanding of the importance of our four ‘reality check’themes – strategic alignment, employee engagement, organisational justice, workforce diversity – to performance and reward thought and practice and an awareness of the latest academic research on each theme.
• explain the potential impacts of generational change on performance and reward management systems
• explain the potential impact of the ‘gig economy’ on performance and reward management systems
• understand the key characteristics of ‘Industry 4.0’ – that is, the fourth industrial revolution – and the potential influence of robotics and artificial intelligence on future performance and reward management systems
• identify the key technological, economic and social trends likely to affect performance and rewards management research and practice over the coming decade
• appreciate that anticipating the future should be framed in terms of possibilities and probabilities rather than inevitability

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