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employee rating bad people management practice can be referred to as Paper

Words: 953, Paragraphs: 1, Pages: 4

Paper type: Essay , Subject: Economics

employee rating – bad people management practice can be referred to as the phenomenon of the idiosyncratic rater effect which tells us that my rating of you on a quality such as potential is driven not by who you are but instead by my own idiosyncrasies how they define potential how much of it one thinks someone possesses and how one regards his/her capacity to rate other. individuals are often influenced by our belief in people as reliable raters we have their measures of perceived potential or areas of employee strengths and we use these ratings to decide who gets trained on which skill who gets promoted to which role who gets paid which level of bonus and even our alignments between our people and business strategies. organizations make great assumption that these rating actually reflect the capacities of individuals being rated and as such labor related decisions made thereafter. had it been that organizations didnt believe the outcomes of the ratings and felt them invalid critical questions would be raised if we thought for one minute that these ratings might be invalid then we would have to question everything we do to and for our people. how we train reward promote and deploy our people all of it would be suspect evans tourish 2017. One’s spirit in the work environment implies a significant role of personal conscience moral choice and emotions in organization that is often ignored. the framing of human interaction only in the context of economics is grossly erroneous. Whenever we refer to spirituality in the workplace, the basis is the relevant importance of the working dynamics in everyday work life of many people. since people in the nature of life spend a significant period of time in the work environment where similarly they also harness relations and friendships. the emergent realities such as an observation rampant downsizing and key changes in the implicit job environment create a more market like relationship between parties who work together. increased turnover the turmoil and uncertainty created by mergers and buyouts more people working as temporaries and contractors and more frequent alterations of company ownership structure have created less loyal and committed and angrier and more disaffected employees ali 2005 people are increasingly working in places characterized while alive to fear pressure and impermanence that has resulted in lower job satisfaction and disengagement as well as a waning sense of trust in management. Business institutions are structured to be values based and values driven and subsequently designed to last and are thereby able to involve the wholesome individual, body, mind and soul. Relatively few organizations actually permit people to fulfill their spiritual needs at work evidence indicates to beneficial connections between workplace spirituality and enhanced individual creativity more ethical and honest behavior a greater sense of employee fulfillment resulting in enhanced drive towards organizational goals. behaviors consistent with building spirituality in the workplace and are related to leader effectiveness while taking note that a leaders depiction of spiritual values such as integrity honesty and humility have been found to be out rightly related to leadership success. as such management practices and leader mannerisms that are consistent with enhancement of workplace spirituality seem to counteract a lot of the negative attitudes and behavior that bedevil contemporary work organizations pfeffer 2010 bad labor practice some companies do not adhere to the codes of conduct in order to focus energies on bettering the working environment. these instances are rampant in regions where workers have limited choice of job environment due to high unemployment rate. more over labour turnover sometimes is very high as well and employers do not provide appointment letter to the workers. some establishments choose not to provide appointment letters/contract letters identity cards and as well as inadequate health safety and security working conditions. poor labour management such as lower wage rate late payment of wage inadequate overtime allowance low house rent allowance gender discrimination lack of training inadequate promotion high work load absence of effective performance appraisal poor relationship between workers and supervisors insufficient safety and security condition relocation among different floors lack of self-respect lack of workers participation in decision making and compelling workers to achieve target ghoshal 2005 wrong metrics in appraisal conventional appraisals prioritize hierarchy over intrinsic motivation distrust as well as the key roles of individual efforts vis a vis of building sustainable cooperative opportunities. the edge that organizations have over markets may lie not in surmounting human pathologies through hierarchy but in leveraging the human ability to take initiative to cooperate and to learn; it may also rely on leveraging organizations internalized diversity in enhancing both learning and its use in creating purposeful and innovative adaptation. organizations do not question the value of regular informal communication and two way feedback. but to be effective these need to be informed by different values based on trust and a separation of power differentials in the workplace buckingham 2015 gender based discrimination and the dynamics of social organization of most jobs are gender driven determining access to skilled jobs and how skilled those jobs become are not simple reflections of sex differences in investment choices. all players ought to participate in the social organization of production the decision regarding job training. great differences that are devoid of opportunities are available in concrete workplaces. access to in service training is about the affinity of workers to train and of organizations to hire people into jobs with long training periods. being a woman seems to be a major barrier to on the job training. women with aspirations to high earnings may find they have to pursue formal education due to the exclusion from more informal training openings in many workplaces tomaskovic-devey skaggs 2002

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This sample is done by Scarlett with a major in Economics at Northwestern University. All the content of this paper reflects her knowledge and her perspective on employee rating bad people management practice can be referred to as and should not be considered as the only possible point of view or way of presenting the arguments.

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