Human Resource Alignment | EssayIvy.com

Human resource alignment

Running head: Human resource alignment. 1
Human resource alignment
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Running head: Human resource alignment. 2
The Arab Council for childhood and Development (ACCD) is a non-governmental development
that has a legal entity and it basically operates in the field that relates to children. The vision of
this ACCD is that it seeks to become the leading organization in the field of children rights in the
Arabian world i.e. within the Arabian countries, and also as a reference for the institutions,
individuals and the families to the raising up of Arabian children who are able to participate in
the development of their societies and to deal with the rapid global changes.
Vision of ACCD states that it seeks to work towards the developing of Arabian environments
that promote the children rights in development, protection, participation and also integration,
within the context of the family and the society, through cooperation and effective partnership
with the governmental, non-governmental, regional and international organizations, in order to
enable children to participate and interact positively in life, accept others, and love their
homestead.
Strategies of ACCD seeks to the encouraging and adopting ideas, studies, projects legislations
and policies, that aim at activating child rights, and integrating them into the development plans
and projects through; providing data and information and developing specialized knowledge
related to Arab child rights, in addition to exchanging them with concerned research centers and
institutions. Mobilizing and promoting the Arab public opinion to support child rights in
cooperation and coordination with the media and other developing institutions among others.
Running head: Human resource alignment. 3
Performance management system of this organization is run by the managers who work together
with the employees in order to plan, monitor and review an employee’s work objectives and the
overall contribution of the employee to the organization. This will seek to improve the
effectiveness of the employees in a much and wider perspective. An effective performance
management system will have the following; supporting of administrative decision making
concerning promotions, terminations, compensations amongst other duties. Supporting of the
staff members in achieving their career goals and objectives by training properly on their needs
and also on their desired goals. (Kessler,2003)
Ensuring of the work plans of the employees do support the strategic direction which is given by
the company in order to ensure the ease of achieving its goals. There is need to have an inclusion
of both positive feedback when a job has been done satisfactorily and also when the job has not
been done to reach the required standards so that improvements can be done on the same and
steer the company forward. There is also need to establish a clear channel of communication
between employees and managers so that they can get to understand what is expected of them to
accomplish. (Henderson,1984).
Performance appraisal of the company has six steps namely; establishing performance standards,
communicating performance expectation to employees, measuring actual performance,
comparing actual performance with standards, discussing appraisal with employees and initiating
corrective actions.
First looking at the establishing performance standards, in this step the managers have to
determine the outputs, accomplishments, and also the skills that need to be evaluated in the entire
step. (Arminio & Creamer,2001). The standards under review must have actually evolved from
the job analysis. This performance ought to be very clear and objective so that it can be
Running head: Human resource alignment. 4
comprehended well be employee. The second step is the communicating performance
expectations to employees, this will help the employees to understand what is expected of them
and what they are supposed to do. Research indicates that lack of communicating performance
expectations to the employees leads to appraisal problem and this can actually lead to the
organization losing much. In this case, information transfer is only communicated and regarded
as communication once the information has been received by the employee and has been
understood. The employee has to in return communicate back and concerning the standards that
have been obtained. (Brown,1988).
Measuring of the actual performance is really crucial since it measures the actual performance of
the employee basing on the information that has been relayed from different sources like for
instance observing the employees on how they are conducting themselves among other ways.
The fourth step is the comparison of actual performance with the standards, during this stage the
actual performance is then compared with the standards that are required when doing a task. If
everything reaches the needed means then the evaluator can move to the fifth step. (Cummings &
Schwab,1973).
Discussing the appraisal with the employee, it enables the employees to know their weaknesses
and strengths. Its challenging to the managers but it has to be done since it has an impact on the
future performance of the company. The impact may be negative or positive sometimes having
depended on the kind of appraisal that was given and discussed together with the employee. The
last step in this appraisal process is initiating corrective action. In this step, all the required
measures have been conducted and now the managers have the option to pick the better action
like; training the employees afresh, coaching them and counselling if need be. (Gote,1996).
Running head: Human resource alignment. 5
ACCD as an organization uses the following approaches to address raters bias. First, they
encourage year-round journaling and feedback, this helps providing an accurate feedback as
compared to the annual feedback. If managers sit and start the collection of the employee
performance once they are prone to develop bias unlike in the cases where they will be doing it
on a journal basis like they record the performance now and then. This will provide for a better
view of the performance unlike the annual view which may be faced with bias.
Adjusting rating scales can play a great role, since if managers are relying on judging instead of
observing the employee performance, then the possibility of biased rating are at high chances of
increasing. There is a probability of having more bias if the managers use the traditional means
in rating of employees. Benchmarking and calibration is used by managers and the supervisors to
give answers on why they rate the work the way they do. This will help to maintain the rating
consistency among departments hence kicking out bias.
The use of custom forms in which are electronic help in doing away with bias since they use
performance management technology which does help in the elimination of bias since using
electronic means it allows for quick building appraisal templates which fit the specific
department unlike the use of forms which are hardcopy and can easily be manipulated.
Monitoring can help through the use of electronic means like the use of emperform which
actually indicates the rating by managers which is up to the minute. Any kind of anomalies like
sore thumb can help catch up with manager who can therefore explain the kind of rating style
they are using. (Kessler,2003)
Running head: Human resource alignment. 6
There is need to align human resource practices are aligned to strategic human resource
management and its one of the fundamental policy objective to ensure that the human resource
policies are applied by the managers as their daily routine work. (Ehlers and Lazenby, 2007) and
this goal can be achieved if the resources are allocated in a way that supports the short and long-
term strategy. This can be achieved through the following; aligning and setting hr. goals,
formulating specific actions to hit those goals, get every individual to buy in and lastly to
measure.
To start with there is need for the hr. manager to set his own goals which he will use to make
estimations and know when you are successful, test the hypothesis and know if you are right and
then lastly this can help increase productivity. There is need to formulate specific actions in order
to hit your goals like now decreasing the turnover where its necessary and the evaluation of your
onboarding process. There is need to buy every individual in and make sure that they align with
you like for instance ensuring that employee satisfaction surveys are given and digitalizing
onboarding paperwork. (Lopez,1986)
Alignment can be achieved through taking the proper actions and measures discussed above and
this can lead to better performance management.
Running head: Human resource alignment. 7
References
Arminio, J., & Creamer, D.G. (2001). What quality supervisors say about quality supervision.
College student affairs Journal, 21(1), 35-44.
Brown, R.D. (1988). Performance appraisal as a tool for staff development. New directions for
student services No.43 san Francisco; Jossey-Bass.
Cummings, L.L., & Schwab, D.P. (1973). Performance in organizations: Determinants and
appraisal. Glenview, IL; Scott, Foresman.
Gote, D., (1996). The complete guide to performance appraisal. New York; American
Management Association.
Henderson, R.I (1984). Performance appraisal (2
nd
ed). Reston, VA: Reston Publishing.
Kessler, H.W. (2003) Motivate and reward; Performance appraisal and incentive systems for
business success. Great Britain: Curran Publishing services.
Lopez, F.M. (1986). Evaluating employee performance. Chicago, Illinois: Public Personal
Association.
Maddux, R.B(1993). Effective performance appraisals: Third edition. Menlo Park, California:
Crisp publications Inc.
McKirchy, K. (1998). Powerful performance appraisals: How to set expectations and work
together to improve performance. National press publications; Franklin lakes, NJ.
Pulakos, E.D.(2003). Ratings of job performance. Chapter 11 in Applied measurement methods
in industrial psychology. Davies-Black Publishing: Palo Alto, California.
Running head: Human resource alignment. 8
Swanson, R.A. (1994). Analysis for improving performance: Tools for diagnosing organizations
and documenting workplace expertise. San Francisco, California: Berrett-Koehler Publishers.
University of CA-Berkeley (2004, January). Conducting effective performance appraisals; Tips
for supervisors. Administrator. Berkeley; California: Magna Publications Inc.

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