Lecture 7: Managing people for performance

Question 1

Human Resource management

Answer 1

• “activities undertaken to attract, develop and maintain an effective workforce within an organisations”

Question 2

Employment relations

Answer 2

“The interaction both among and between the three major parties (employers/employees/government…) and is concerned about regulating the formal and informal rules that govern the work environement”

Question 3

People management

Answer 3

• People management connects HRM with employment relations
• People management captures managers who implement HR practices and their leadership behavior orientated ti supporting employees
• People management influences organisational performance because in simple terms the happier the employees the more likely they are going to work to their full potential

Question 4

How to have good people management

Answer 4

• Good people management is when the organisation has the right people with the right skill (specialisation), the organisation designs jobs so that they are rewarding and motivating for the employees as they enjoy them and work towards promotions and the organisation provides opportunities for employees to display their talents
• AMO model
• Abilities, motivation and opportunities
• This is a model that can measure how well an organisation is at people manageme

Question 5

Employee wellbeing

Answer 5

• Hauroa the Maori Philosophy of wellbeing of the 4 pillars:
  o Whanua – family health
  o Wairua – spiritual health
  o Tinana – physical health
  o Hinengaro – psychological health

Question 6

Managers’ knowledge, skills and abilities (KSAs)

Answer 6

1. Openness and transparency (respect, integrity and trust)
2. Managing operational aspects (technically competent)
3. Managing people
   a. Bringing HR policies to life
   b. Solutions focused
   c. Listen to employees/communicate with employees

Question 7

Bring HR policies to life

Answer 7

• Tell employees their rights
• Inform employees what is expected of them
• Clarify roles and responsibilities
• Have explicit procedures for dealing with complaints
• Be clear about the lines of decision making

Question 8

GOAL setting (SMART)

Answer 8

• Specific – does this goal describe a required or desirable action, behavior, achievement or outcome
• Measurable – is this goal expressed in measurable terms and how will it be measured?
• Achievable – is it reasonably likely the employee will be able to achieve this goal?
• Realistic – is the planned achievement attainable with the knowledge, skills, equipment, time and other resources available to the employee?
• Time-framed – does the goal set out a reasonable and realistic schedule for the achievement of the required or desired result?

Question 9

Performance feedback should be

Answer 9

o Specific and descriptive
o Descriptive rather than judgmental
o Concerned with behaviors which the employee can modify
o Target what happen and not why something happened (avoid blame)
o Based on evidence which can be verified
o If poor performance os a concern, feedback should be given at the time of the incident