these localized incentives might work towards retaining the most efficient employees of the organization. The idea is not about spending more time on these incentives but lie son designing effective programs that are workable. According to the human resources’ vice president of Great American Insurance Group of Cincinnati, “We want that manager feedback, that peer-to-peer recognition. It becomes very personal” (Shepherd). Such programs also help the colleagues to be familiar with each other better. Apart form the decentralized programs and practices there are centralized programs, which applies to all the employees fitting a particular criterion. For instance, such incentives might be based upon the length of service period. Some employers however like to mix up both centralized and localized incentives for a better outcome. This again requires training of managers such that they might implement and design the incentive programs effectively. A survey reveals that around 27 percent of the firms arrange such training programs for managers. An example is provided in case of Everett Clinic where the managers are happy with small but personal rewards, which might not be expensive but are effective. These are expressed in the form of gift cards, Caught in the Act cards, Pat on the Back cards for different levels of skills and competence. The upper level of hierarchy provides the support for such programs in both financial and no financial terms. According to the company, their employee satisfaction is around 80 percent. In fact budgetary constraint is not the only motivation behind such programs. Such retention practices encourage creativity for developing such programs some of which gain instant recognition. Employers even resort to the use of social media such as Facebook and Twitter to appreciate their efficient employees. This helps in gaining public appreciation for these employees. Thus the article mainly talks of tapping the employees’
The article “Special Report on Rewards & Recognition: Getting Personal” by Shepherd published in September 2010 discusses one of the popularized organizational issues pertaining to human resource management in modern times when the pressure to cut costs is increasing.
The employed people are the major contributors to the achievement of an organisation. The role of management team is to maximise the expertise, talents, and prowess in the workforce to achieve the goals of an organisation (Martin and Fellenz, 2010:444). Therefore, it means that managing the workforce is more than administration of pay programs or designing of training.
As the name implies Human resource management (HRM) is the planned rational approach to organizing and managing an organization’s employees. The industrial revolution preferred machines to man, and thus focused more towards mechanization.
The Harvard model provides a strategic map intended to guide all managers in their relations with employees (Beer et al., 1984). It emphasizes the human or soft side of human resource management, featuring issues such as
The Human Resource field itself is in a state of ferment and self reflection as role of HR has metamorphosed rapidly in the past few years. Whereas once it was seen as a passive support function, and assisted Administration in their work, today it is an independent dynamic tool used to enhance organizational capabilities through effective people planning.
The report is concerned about the trend which is observed in present-day Organisations that are focusing on the survival rather than their growth and development. Organisations collapsed due to economic slowdown have alerted the existing ones regarding their survival in the highly uncertain environment where survival has become a tough matter of subject.
Other significant properties in the firm include Arabian Ranches and Downtown Dubai (Perkins, Shortland & Perkins, 2006). Business scholars acknowledge that the success of every firm as born to strategic human resource
They can improve the knowledge, skills, and increase retention of quality employees while enhancing the nonperformers ability to suit the firm’s needs (Liker & Michael, 2010). An inquiry made regarding this argument is that a company’s current
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