HumanResource Management Systems

Recruitment and assortment, career development, and recompense and recognition systems have critical impact on motivation and presentation.

Although much of what we have discussed in this chapter suggests that it is performance that is significant rather than personality, there is one area where individuality assessment is used a lot: in employment. The important thing for both company and employees is that there be a "fit" between what the company needs and what the employee needs. If an employee is extremely authoritarian, he is unlikely to feel contented and perform well in a "flat" association. Recruiting and select the right people on the basis of knowledge, skills, and "fit" are critical to developing performance enhancing cultures and a content workforce.

Career expansion can act as a reward to most people: and a lack of occasion to move upward and onward can be a huge de motivator for employees. It is also dangerous that promotions are seen as organism based on presentation rather than on government. Employees often see following promotions as being exterior their control, whereas if performance is the basis of endorsement, then motivation to perform well is greater than before. If you think back to most of the inspiration theories, the outcomes of performance are important to the effort exert. If I get rewarded for a behavior, I'll probably keep doing it; if I'm punishing, I'll stop (most of the time). Many prize systems are left over from a company's early days and do little to support the behaviors the company requires to see in the place of work.

作为一个straightforward example, a piece-rate pay system should hearten people to work harder and make more-but can end up with the people paying so much concentration to measure that excellence suffers. "Performance based recompense" sounds like a great idea-awaiting you realize that everybody's hard work are focused on receiving a good evaluation, and making a good impression at review time, rather than on producing high-superiority work all year round. Try to remember that plunder aren't just about money: employees can distinguish pro- motion opportunity, reimbursement, and many other aspects of the job as plunder. Many companies are capitalizing on this by using supple benefit packages rather than standard reward systems.

One last point on plunder: if you have a team, operational on a squad task (i.e. it is an interdependent task) then you need to make sure the rewards are also interdependent, or you will be heartening individual competition rather than team hold.