Rh Bill

Topics: Management, Middle management, Human resource management Pages: 6 (1861 words) Published: January 16, 2013
The five (5) most appropriate issues to be included in an annual performance management plan and a compilation of a suitable set of performance objectives for your newly appointed manager complete with measures and timescale. NAÑES, Maria Erika M.


Maria Erika M. Nañes
HRM Case Study 01
Five Issues and Performance Objectives

"Objectives are statements of specific outcomes that are to be achieved" A growing absence among the store’s staff.
Absence management must be a management responsibility.
Absence is a significant payroll cost. Yet, it is often poorly measured, analyzed and understood. Not tracking absenteeism effectively means that your organization is wasting money. By deploying absence self-services and providing the right reports to monitor and analyze unplanned absences, the IT department can help the new manager reduce costs and can encourage a more productive work environment. Many organizations already have the technology in place to better manage this issue, but have not yet deployed it. Cutting one-third of unplanned absences is quite feasible, and, even by conservative measures, this is equivalent to a direct saving of 1% of payroll costs. Excessive absences are often a symptom of deeper organizational issues, which could be significantly even more expensive. According to a major study, more than one in 10 absences is not genuine * Determine how much absence is costing the company.

* Tighten up absence and attendance management processes through the use of standardized employee and manager self-service processes. * The newly-appointed manager must not ignore employee engagement in challenging times. * The newly-appointed manager must establish and monitor policies that reduce unplanned absence. Effective absence monitoring is the starting point. * Where possible, allow flexible work schedules; this enables employees to attend to personal matters openly, without shirking their responsibilities. * Discuss your absence management plans with key health benefits providers or specialists. Implementing a good absence management practice may even significantly reduce your benefit program costs. Have access to responsive Occupational Health services which can help intervene early in complex cases of long-term absence and which can facilitate early return to work. * Have clear and simple attendance management policies and procedures, especially if they emphasize the role of employees. * Adopt simple but targeted workplace health promotion practices to improve employee awareness of health and lifestyle issues (e.g. diet, exercise, smoking) through education, information and involvement The single biggest factor in reducing absences is for managers and leaders to run organizations that manage work fairly and appropriately, motivate and engage their employees, create positive team cultures, and take genuine concern in employee well-being. Engaged employees are more productive.  The newly-appointed manager, although highly competent as a team manager has admitted that financial management is not his strong point. Effective management skills are now the currency of success. New supervisors and newly promoted managers, as well as aspiring and soon-to-be-promoted supervisors and managers need guidance and coaching for a smooth transition to becoming effective managers. The role of a manager is very different from the role of an individual contributor and educating a new manager about the difference will better ensure their success. New or middle managers are typically the most difficult employees to train or help. There are several reasons for this. First, you are working so hard to do your job, the cost of slowing down long enough to get some training feels too high for you. Secondly, managers, particularly newly promoted managers, have a difficult time asking for help or admitting to their own weaknesses. Whereas senior managers generally have the credibility or...

References: http://www.investorsinpeople.co.uk/documents/research/the%20business%20case%20for%20employee%20health%20and%20wellbeing%20feb%202010.pdf

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