Evaluation of Employee Status

Evaluation of the employees helps to estimate the working performance. These evaluations are given in quantitative measurements which define the metrics about the quality of work. Such measurements are essential in the determination of how appropriately an employee’s skills match the job. Therefore, such evaluation is a tool that assesses performance through measurements that create a pay-for-performance culture in the company.

Performance Indicators

Teamwork Qualityessays.co.uk: working in teams is an important element in the employee’s performance. Employees are rated on the basis of their participation in group initiatives as given in the feedback given by colleagues. It includes factors such as the contribution of ideas, co-worker perceptions, sharing the workloads and realization of performance parameters.

Employee Satisfaction Index: this index evaluates various components regarding the level of satisfaction of an employee. Depending on the company’s priorities, it measures concepts, such as career progression, leadership, and general conditions.

Absenteeism Bradford factor: it is a measure of that rate of unauthorized employee absence from duty. Ideally, many short but unplanned cases of absenteeism are deemed to cause higher disruptions as compared to long absenteeism cases.

Average employee tenure: it measures the time taken by an employee to work in the company. The measure of employee’s tenure gives an insight into satisfaction and loyalty which can predict his or her performance.

Strategies for Encouraging Employees

A company’s employees are the most valuable assets and, therefore, encouraging them is an important but challenging affair in management. A popular movie named Show Me the Money by Jerry Maguire argues that money is the key element in employee encouragement. However, other survey conducted by Shafiq and Sharma in human resource management have found out that many employers prefer corporate culture as the principal factor that encourages employee performance. In this regard, the company should seek to create a great environment for its great people who are bound to do great work. Besides, money other encouraging factors include:

Seeking buy-in: it is achieved by actively involving staff in the realization of the bigger picture as well as the objectives required for achieving it. Employees that harness self-direction for a common goal are better performers than those forced to meet some goals.

Providing training: proper training for employees fills the gaps between skills and work productivity.

Constant feedback: relying on quarterly or annual reviews is an archaic practice. Instead, the company should facilitate constant, clearly defined and specific feedback from the supervisors because positive feedback encourages good performance.

Rewarding Employee Performance

Rewarding schemes are just as important as motivating, managing and monitoring performance. Profound rewards and recognition strategy influence employees’ behavior and attitudes. Rewards can be classified into two broad categories: financial and non-financial rewards.

Financial rewards: although minimum rates of payments are defined by a State or National awards legislation, an employer has at liberty to make incentives for reward performance in terms of competitive salaries (Renn, Steinbauer & Fenner, 2014). Besides, bonuses may be employees as an ad hoc system in financial rewarding and mostly linked to specific performance measures that are achieved at certain times of the years such as during Christmas.

Non-financial rewards: they are in the form of recognition for higher status, greater participation, and increased responsibility.

Integration of Rewards and Incentives

Rewards and incentives are beneficial to both the employer and employees. Incentive and rewards programs are destined for the simple extrinsic motivational drive for behavior change. There are three key concepts that guarantee delivery of results (Renn, Steinbauer & Fenner, 2014). The first one is the creation of relevant rewards and incentives that match the target population and that motivate employees to participate. Secondly, the programs should have a robust connection with the employees and mostly achieved through an impressive first impression (Renn, Steinbauer & Fenner, 2014). In this way, there will be moral to continue with the program in future. Finally, these reward and incentive program must be kept fresh through employee motivation exercises such as company perks and extra vacations. If a change for better system is necessary, it should be implemented without delays

Leveraging Employee Asset

Strategies for leveraging on employee assets include:

Integrating visions and goals of an individual’s performance: specific goals are integrated with compelling visions which give a sense of purpose and focus. In this case, the idea of quality and the need for everyone to succeed is reinforced.

Vision for the Overall Culture

Creating a strong corporate culture is an intuitive approach that has support from social sciences. Shafiq (2009) argues that a visionary culture accounts for about 30% of the differential in a company’s performance in comparison to culturally unremarkable competitors. There are two components that constitute a great organizational culture:

1. Vision: the greatness of a culture is defined by the outlined vision and mission statement. They serve to orient decisions made by employees. Essentially, a vision statement is a foundational aspect of a culture.

2. Values: company’s vision articulates its purpose but values define the precise guidelines for behavior and the proper mindsets required to realize that vision. They communicate how the company desires to serve its clients, treatment for its employees and mechanisms for upholding professional standards.

Other ways of developing a profound corporate culture include the creation of open cultural events where people give suggestions and opinions about different subjects regarding the company. It can be achieved through social events that are organized out of the workplace environment.