HRM methods Essay Example | Topics and Well Written Essays - 3750 words

HRM methods - Essay ExampleThis is nonhing but answerance-based compensation, which is unrivalled of the widely acknowledged HRM practices that contribute to business success (Dyer & Reeves, 1995 NC-DHHS, 2005). The employees knowledge that such a reward awaits them if they perform well should keep them on their toes. Granting pay incentives and job promotions according to seniority and length of stay, which is the usual practice, does not motivate employees across the organization because the newer employees know that they will receive the same benefits and c atomic number 18er boosts if they just stayed long-range in the company and all they need to do is wait for their turn. While they thus wait for their time, you cannot bide them to exert themselves harder at their jobs. Even with a so-so performance, they tend to feel secure in their positions because of example laws or labor union agreements that forbid dismissal without cause. With the forced be and distribution musi cal arrangement of rules in place, employees will strive to avoid being included in the worst performing group. ... The downside of the dodge, however, is the perceived omit of a foolproof benchmarking method to measure performance. As noted in the case study, it is inherently challenging to differentiate between good, average and poor performance. Precisely because of this particular difficulty, Goodyear mistakenly fired one pharmacist who got a consecutive C ranking for poor performance but who, it turned out, had earlier patent a new type of aircraft tire without management knowing about it. In essence, the forced ranking and distribution outline is an anachronism to the popular HRM model that look outs companies setting up rigid screening processes to crack that they hire only the best people (Storey, 1992 Guest, 1999). If these companies hire only the best, then how come there are poor performers to be found in their ranks Dow Chemical, for example, realized in time that the forced ranking system did not fit with its corporate philosophy of recruiting only the best employees. In addition, the forced ranking system is likely to provoke perceptions of status and discrimination, thus encouraging income comparisons and perhaps spreading envy as others see a fellow employee doing much better than them (Guest, 1999). Envy and jealousy could have prompted employees at Ford and Goodyear to opine that the system discriminated against certain type of employees.2) Suppose any of Ford, Goodyear and Dow Chemical contacts you to modify its performance management system to avoid some of the problems that it has experienced. What would you suggest the company doIf asked to suggest a performance management system that avoids the pitfalls of the forced ranking and distribution system, I would propose a system that emphasizes the