Detail Staff Performance Advice For CPAs   Oleh:  Grote, Dick Jenis: Article from Bulletin/Magazine Dalam koleksi: Journal of Accountancy vol. 188 no. 1 (Jul. 1999), page 51-56. Topik: Performance; staff performance; advice; CPA s Ketersediaan Perpustakaan Pusat (Semanggi) Nomor Panggil: JJ85.9 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada     Lihat Detail Induk Isi artikel Accounting students typically never take a college course in human resources management. Yet when they enter the workforce - especially in small or medium-size companies - they often find themselves assigned to do double duty : as finance managers and de facto personnel directors. If you’ve been selected for HR responsibility for your enterprise, don’t consider it a burden; instead, recognize that it’s an acknowledgment of your managerial skills, and thus a career boost. In addition, you’ll be pleased to know that recent innovations in the performance management part of the HR task can make that part of your job easier. And, as a bonus, if you introduce those changes, performance of the entire staff is likely to improve - another plus for your career. In recent years, many professional HR directors have begun to question the traditional performance management processes, and in their place they’re introducing procedures that are both easier to administer and appear to generate far better results. For example, consider the traditional performance appraisal ritual. Instead of continuing the hidebound, “check the box, write a comment” ritual, some HR pros are introducing systems that integrate the company’s mission statements, vision and values into performance - evaluation procedures. In addition, the new processes identify and incorporate directly into appraisal forms the core competencies for each employee. Also, they’re no longer requiring managers to make judgement calls on workers’ performance ; instead, managers are asked to report on what’s called “behavioural frequency” - that is, how often the individual performs at the highest, or mastery, level. That may seem like an insignificant shift, but it produces results that are hardly insignificant. Another example is peer review. In this particular approach to alternative dispute resolution (ADR), employee grievances and complaints about inequitable discipline, policy snafus or unjust terminations are heard and resolved by a panel of coworker peers and company managers - with the employee’s peers forming the panel’s majority. And with ADR, majority rules - that is, the panel’s decision, even to return a terminated employee to the job, is final and binding. More on that later. Consider also the area of discipline. Many companies today reject the notion of punitive responses. Instead, they have adopted processes that concentrate on building employee commitment and demanding individual responsibility - even going so far as using a fully paid disciplinary suspension as one tool. Opini Anda Klik untuk menuliskan opini Anda tentang koleksi ini! Kembali

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