Please answer 4B according to the content providedQuestions marked in red

^{This is the information I provided}

Sample Performance Rating Form

Employees Name: Level: Entry-Level employee

Managers Name:

Key work Responsibilities Results/Goals to be achieved

1,Interview customers about the company's products. 1, Ask customers question

2,Have an understanding of organizational capabilities.2, Organize your own group

3,Do the job one time 3, Never do the work late

4,Do the work with team 4, Help your group and join them

Communication

1 2 3 4 5

Below Expectation Meet Expectation Role Model

Never ask question Some times ask question Always ask questions

Organizational Know-How

1 2 3 4 5

Below Expectation Meet Expectation Role Model

Never Organized the group Sometime Organized the group Usually Organized the group

Personal Effectiveness

1 2 3 4 5

Below Expectation Meet Expectation Role Model

Never do the work on time Sometime late on work Never late on work

Teamwork

1 2 3 4 5

Below Expectation Meet Expectation Role Model

Always do work along Often help the team Always lead the team

Achieving Business Results

1 2 3 4 5

Below Expectation Meet Expectation Role Model

Cannot finish the work do the best to finish the work Always finish their works

20:21 Cancel The Group Name . The Company that you are managing List of group members (name and student number and a rating out of 5 for each member that corresponds with their cooperation level) Required: Answer the questions in Part Two of the Group Project Outline 2 MAN 1033 HUMAN RESOURCE MANAGEMENT - Group Project Summer 2022 Respond to sections 4 and 5 with descriptions for two job types in your organization: (i) a front-line worker who interacts with customers frequently on a daily basis, and (ii) a supervisor for the front-line workers (supervisors manage a group of 7 to 10 front-line workers). There will be an overlap in the processes and approaches you take in managing these two job positions, but there also will be differences for each of the two types of positions that you should highlight. Performance Management & Appraisal (From Chapter 9) For your Front-Line worker & Supervisors A. indicate a 3-step performance appraisal process for that job that: - 1) sets the work standards for that position 15 - 2) assesses performance with standards (use a form like on page 279) -3) provides feed-back & plan to help employee B. Expand upon what you have done in section A, above, and show how you would use the six basic elements of a performance management approach(p 297) to create a process for identifying, measuring and developing the performance of the employees Building Positive Employee Relations (From Chapter 14) 5. A. For your Front-Line worker and supervisor indicate 5 ways which your company will strategically focus on improving and strengthening employee engagement and relationships 20 B. Indicate, for the two job-types being considered, 3 ways in which your company will ensure an ethical work environment Part 2, written submission due by 10 pm Tuesday June 14th (approximately 6-10 pages including Title Page and Table of Contents) 50 2 FIGURE 9-13 Summary of Performance Management Report Source: Based on "Personal Goal Management" from the Active Strategy Web site. Copyright 2012 by Active Strategy, Inc. CHAPTER 9. PERFORMANCE MANAGEMENT AND APPRAISAL 297 aligning their performance with the organization's goals. 104 We can summarize performance management's six basic elements as follows: 105 Direction sharing means communicating the company's goals to all employees and then translating these into doable departmental, team, and individual goals. Goal alignment means having a method that enables managers and employees to see the link between the employees' goals and those of their department and company. Ongoing performance monitoring usually means computerized systems to mea- sure the team's and/or employee's progress toward meeting performance goals. Ongoing feedback means providing face-to-face and computerized continuous feedback regarding progress toward goals. Coaching and developmental support should be part of the feedback process. Recognition and rewards should provide the incentives to keep the employee's goal-directed performance on track. TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA Employers increasingly use digital technologies including cloud computing, gaming, and social media to support performance management. For example, with Oracle TBE Performance Management Cloud Service, management would: . First, assign financial and nonfinancial goals to each team's activities, goals which support the company's overall strategic goals. (Thus, an airline might measure ground crew aircraft turnaround time in terms of "improve turnaround time to 26 minutes per plane this year.") Inform all teams and employees of their goals. Use IT-supported tools (cloud-based performance management software, HR scorecards, and digital dashboards) to continuously display, monitor, and as- sess each team's and employee's performance (see Figure 9-13). Oracle TBE Performance Management Cloud Service illustrates this. 106 Because the goals are "in the cloud" rather than embedded in documents, managers needn't wait until the annual or semiannual reviews to revise them. And the system's dash- boards enable managers to continuously monitor each team or employee's performance, let employees update progress toward goal achievement, and let employees and managers log comments so the process is real-time and interac- tive. For more details, see www.oracle.com/taleo-tbe. boar Finally, if exceptions are noted, ensure you've taken corrective action before things swing out of control. Beyond the cloud, employers are also adopting social media and gaming-based performance appraisal and management tools. Social media tools allow almost every- one in the company (the "crowd," as in "crowd appraisals") to continuously appraise PERFORMANCE GOAL MANAGEMENT Report Card Link Edit Options Copy Details -2013 Performance Goal Scorecard Goals for Brown. Lisa In Progress (01/01/2013-12/31/13) Score 4.5 Employee's Individual Performance Goals Goal Target Date Achieve 1034 Sales Increase 8 June 2013 Improved Customer Satisfaction Rating INT GESE 4.2 June 2013 5 June 2013 Meet Budgetary Constraints Improved Leadership Ratings 4.8 June 2013 Departmental Performance Goals Goal Target Achieve 15% Sales Increase 5 Date June 2013 June 2013 June 2013 Increase Opineados 10% 3.5 Mest Budry Constraints 5 All Employees Cross-Trained on All Products 4.5 June 2013 **** **** 12:29 Weight Weight Score 7.0 4.0 2.5 4.5 Score 3.5 2.8 4.2 3.5 20:21 Cancel The Group Name . The Company that you are managing List of group members (name and student number and a rating out of 5 for each member that corresponds with their cooperation level) Required: Answer the questions in Part Two of the Group Project Outline 2 MAN 1033 HUMAN RESOURCE MANAGEMENT - Group Project Summer 2022 Respond to sections 4 and 5 with descriptions for two job types in your organization: (i) a front-line worker who interacts with customers frequently on a daily basis, and (ii) a supervisor for the front-line workers (supervisors manage a group of 7 to 10 front-line workers). There will be an overlap in the processes and approaches you take in managing these two job positions, but there also will be differences for each of the two types of positions that you should highlight. Performance Management & Appraisal (From Chapter 9) For your Front-Line worker & Supervisors A. indicate a 3-step performance appraisal process for that job that: - 1) sets the work standards for that position 15 - 2) assesses performance with standards (use a form like on page 279) -3) provides feed-back & plan to help employee B. Expand upon what you have done in section A, above, and show how you would use the six basic elements of a performance management approach(p 297) to create a process for identifying, measuring and developing the performance of the employees Building Positive Employee Relations (From Chapter 14) 5. A. For your Front-Line worker and supervisor indicate 5 ways which your company will strategically focus on improving and strengthening employee engagement and relationships 20 B. Indicate, for the two job-types being considered, 3 ways in which your company will ensure an ethical work environment Part 2, written submission due by 10 pm Tuesday June 14th (approximately 6-10 pages including Title Page and Table of Contents) 50 2 FIGURE 9-13 Summary of Performance Management Report Source: Based on "Personal Goal Management" from the Active Strategy Web site. Copyright 2012 by Active Strategy, Inc. CHAPTER 9. PERFORMANCE MANAGEMENT AND APPRAISAL 297 aligning their performance with the organization's goals. 104 We can summarize performance management's six basic elements as follows: 105 Direction sharing means communicating the company's goals to all employees and then translating these into doable departmental, team, and individual goals. Goal alignment means having a method that enables managers and employees to see the link between the employees' goals and those of their department and company. Ongoing performance monitoring usually means computerized systems to mea- sure the team's and/or employee's progress toward meeting performance goals. Ongoing feedback means providing face-to-face and computerized continuous feedback regarding progress toward goals. Coaching and developmental support should be part of the feedback process. Recognition and rewards should provide the incentives to keep the employee's goal-directed performance on track. TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA Employers increasingly use digital technologies including cloud computing, gaming, and social media to support performance management. For example, with Oracle TBE Performance Management Cloud Service, management would: . First, assign financial and nonfinancial goals to each team's activities, goals which support the company's overall strategic goals. (Thus, an airline might measure ground crew aircraft turnaround time in terms of "improve turnaround time to 26 minutes per plane this year.") Inform all teams and employees of their goals. Use IT-supported tools (cloud-based performance management software, HR scorecards, and digital dashboards) to continuously display, monitor, and as- sess each team's and employee's performance (see Figure 9-13). Oracle TBE Performance Management Cloud Service illustrates this. 106 Because the goals are "in the cloud" rather than embedded in documents, managers needn't wait until the annual or semiannual reviews to revise them. And the system's dash- boards enable managers to continuously monitor each team or employee's performance, let employees update progress toward goal achievement, and let employees and managers log comments so the process is real-time and interac- tive. For more details, see www.oracle.com/taleo-tbe. boar Finally, if exceptions are noted, ensure you've taken corrective action before things swing out of control. Beyond the cloud, employers are also adopting social media and gaming-based performance appraisal and management tools. Social media tools allow almost every- one in the company (the "crowd," as in "crowd appraisals") to continuously appraise PERFORMANCE GOAL MANAGEMENT Report Card Link Edit Options Copy Details -2013 Performance Goal Scorecard Goals for Brown. Lisa In Progress (01/01/2013-12/31/13) Score 4.5 Employee's Individual Performance Goals Goal Target Date Achieve 1034 Sales Increase 8 June 2013 Improved Customer Satisfaction Rating INT GESE 4.2 June 2013 5 June 2013 Meet Budgetary Constraints Improved Leadership Ratings 4.8 June 2013 Departmental Performance Goals Goal Target Achieve 15% Sales Increase 5 Date June 2013 June 2013 June 2013 Increase Opineados 10% 3.5 Mest Budry Constraints 5 All Employees Cross-Trained on All Products 4.5 June 2013 **** **** 12:29 Weight Weight Score 7.0 4.0 2.5 4.5 Score 3.5 2.8 4.2 3.5