Performance appraisals are social in nature. It is hard to believe but it is true. People use performance appraisals to determine how they are doing in the organization. A strong performer who receives a low appraisal will be upset and a low performer who receives an excellent appraisal will happy based upon some perceived norm. The performance appraisals validity is based on how well it matches actual performance.
That norm comes to define an average amount of effort. Average effort relates to an average performance appraisal while lots of effort equates to a better performance appraisal. The same can be said of low performance and a low appraisal. The more comparative to socially approved standards, the more likely people trust the validity of the appraisal.
The perceived fairness is based on distributive justice (Taneja, Srivastaya & Ryichandran, 2015). The employee asks the question, "Does my work justify the appraisal?" If an employee puts in a lot of work but receives a low appraisal they will be upset. If other employees are perceived as putting in low levels of work but receive high rewards it will seem unfair and unjust.
Creating accurate appraisals helps in improving effort through perceived equity and distributive justice. When appraisals are accurate and valid across all members of an organization it creates a culture where performance is met with raises and merits. Employees who trust the validity of a performance appraisal are likely to work harder.
A bubble occurs when different managers rate the same performance differently. Some will naturally focus on one aspect of performance and others will focus on what is important to them. However, all should find some similarity in their performance levels to create cross-manager validity and greater buy in to the measures. The process of development is a collective and social one where people look to each other to gauge the entire system.
Taneja, S., Srivastaya, R. & Ravichandran, N. (2015). Consequences of performance appraisal justice perception: a study of indian banks. Journal of Organizational Behavior, 15 (3).
Saturday, October 24, 2015
Thursday, October 22, 2015
10 Skills Employers Seek from College Grads
Business seek qualified candidates that come with important skills that help them fulfill their job functions. Employers sought skills like technology, planning, and social ability according to the National Association of Colleges and Employers (NACE).
1. Teamwork.
2. Make Decisions and Problem Solve.
3. Communicate Well.
4. Plan, Organize, Prioritize.
5. Obtain and Process Information
6. Analyze Quantitative Data.
7. Technology
8. Computer Software Use.
9. Create and Edit Reports.
10. Sell ideas and Influence Others.
It is important for people to develop the proper skills that lead to greater employment opportunities. Skills can be gained through formal education, personal study, job experience and training. Employers are seeking candidates that graduate ready to compete without having to spend on additional on training.
1. Teamwork.
2. Make Decisions and Problem Solve.
3. Communicate Well.
4. Plan, Organize, Prioritize.
5. Obtain and Process Information
6. Analyze Quantitative Data.
7. Technology
8. Computer Software Use.
9. Create and Edit Reports.
10. Sell ideas and Influence Others.
It is important for people to develop the proper skills that lead to greater employment opportunities. Skills can be gained through formal education, personal study, job experience and training. Employers are seeking candidates that graduate ready to compete without having to spend on additional on training.
Tuesday, October 20, 2015
The Traits I Look for in a Manager?
Managers have an important role in an organization. As matter of fact, without managers, all of the pieces might not come together to a cohesive conclusion. Managers are so important than they influence everything around them. The traits I look for in a manger are experience, social, reflective, analytic, and creative abilities.
Experience: It is hard for managers to give solid advice and make business decisions unless they have some experience with the fields they are working with. Some management experience can be applied in multiple fields.
Social: Social and emotional intelligence is important if we want managers to influence and motivate people. It is a skill that helps people understand how to relate and deal with other people. It takes time to learn how to effectively work within a network.
Reflective: This is a meta-cognition skill that develops over a lifetime. Managers that can reflect on their decisions and behavior become stronger. The highest developed managers can self-reflect on their own though processes and step outside of themselves to view themselves.
Analytic: The ability to weigh, compare, adjust, analyze and build. Managers should be able to use their rationality and logic to solve problems and understand situations. Their methods should be testable.
Creative: Creativity is the ability to create new associations and connects to solve unique problems. Creative people can think about things in different ways that allow them to excel and advance the business.
Experience: It is hard for managers to give solid advice and make business decisions unless they have some experience with the fields they are working with. Some management experience can be applied in multiple fields.
Social: Social and emotional intelligence is important if we want managers to influence and motivate people. It is a skill that helps people understand how to relate and deal with other people. It takes time to learn how to effectively work within a network.
Reflective: This is a meta-cognition skill that develops over a lifetime. Managers that can reflect on their decisions and behavior become stronger. The highest developed managers can self-reflect on their own though processes and step outside of themselves to view themselves.
Analytic: The ability to weigh, compare, adjust, analyze and build. Managers should be able to use their rationality and logic to solve problems and understand situations. Their methods should be testable.
Creative: Creativity is the ability to create new associations and connects to solve unique problems. Creative people can think about things in different ways that allow them to excel and advance the business.
Fourth 21st Century Academic Forum Conference at Harvard
Tired of attending the same old conference? Why not join us March 20-22, 2016
for the Fourth 21st Century Academic Forum Conference at Harvard? The primary
aim of the conference is to encourage and facilitate research initiatives that
address the most pressing issues facing 21st century citizens. This truly
interdisciplinary conference is driven by the theme “Impactful Research for
Better Lives.”
We genuinely hope that conference participants embrace Gandhi's challenge to "shake the world" by harnessing the power of research, experience, and collaboration to present evidence-based solutions to real-world problems. Of course, real-world problems are complex and rarely fall within the tidy boundaries of traditional academic disciplines. As such, 21st Century Academic Forum conferences are not structured around narrowly defined topic tracks but are organized around six issues areas facing 21st century citizens.
ISSUE AREAS
* Education & Workforce Development
* Innovation & Entrepreneurship
* International Development
* Information Technology
* Energy & Environment
* Public Health
WAYS OF PARTICIPATING
* Oral Presentation: 25 minutes
* Poster Presentation: 3 hours (held on March 21st from the a.m. coffee break through lunch)
* Absentee Presentation: For those who are unable to join us at Harvard, we offer the opportunity to participate as an Absentee Presenter. Absentee Presenters can upload a narrated presentation to our website, have her/his abstract printed in the Conference Program Book, and submit a Conference Proceedings paper.
* Non-Presenter (Listener): For those interested in attending to participate in the various presentation and skill workshop sessions.
RESEARCH SUPPORT PROGRAM
We offer academic presentation and academic writing skills workshops for participants all day on March 20, 2016. The workshops provide participants an excellent opportunity to brush up on skills and learn with and from their fellow participants.
CONFERENCE HOMEPAGE
http://www.21caf.org/4th-
PUBLICATION OPPORTUNITIES
All papers that meet the 21st Century Academic Forum's Conference Proceedings guidelines will be published in our online Conference Proceedings (ISSN: 2330-1236). Papers must be submitted for possible inclusion in the Conference Proceedings by June 21, 2016.
We purposely set the deadline for papers three months following the conference with the rationale that authors should use the feedback they receive at the conference in crafting their final drafts of their paper.
The Conference Proceedings will be published on September 21, 2016. The editors of our peer-reviewed Journal of 21st Century Issues (ISSN: 2330-1244) select the best papers from the Conference Proceedings to appear in special thematic issues of the journal.
ABSTRACT SUBMISSION
Submission of your abstract proposal (maximum of 3 submissions) should be made in English through our Online Submission System until the final deadline of February 19, 2016. The Conference Committee reviews abstract proposals on a rolling basis and authors will typically receive a decision within two weeks of your submission.
CONFERENCE STAFF FEE WAIVER PROGRAM
We are offering six conference fee waivers to individuals who agree to assist our team with various tasks throughout all three days of the conference. Preference will be given to those who are interested in a long-term relationship with the 21st Century Academic Forum, either as an editor or serving on our International Advisory Board. Please visit our website for more information on the conference fee waiver program.
SEE YOU AT HARVARD?!
We hope that you can join us for this truly international interdisciplinary conference at one of the top higher-education institutions in the world. Please feel free to contact us with any questions or requests.
Best regards,
21st Century Academic Forum team
Enquiries: conferences@21caf.org
We genuinely hope that conference participants embrace Gandhi's challenge to "shake the world" by harnessing the power of research, experience, and collaboration to present evidence-based solutions to real-world problems. Of course, real-world problems are complex and rarely fall within the tidy boundaries of traditional academic disciplines. As such, 21st Century Academic Forum conferences are not structured around narrowly defined topic tracks but are organized around six issues areas facing 21st century citizens.
ISSUE AREAS
* Education & Workforce Development
* Innovation & Entrepreneurship
* International Development
* Information Technology
* Energy & Environment
* Public Health
WAYS OF PARTICIPATING
* Oral Presentation: 25 minutes
* Poster Presentation: 3 hours (held on March 21st from the a.m. coffee break through lunch)
* Absentee Presentation: For those who are unable to join us at Harvard, we offer the opportunity to participate as an Absentee Presenter. Absentee Presenters can upload a narrated presentation to our website, have her/his abstract printed in the Conference Program Book, and submit a Conference Proceedings paper.
* Non-Presenter (Listener): For those interested in attending to participate in the various presentation and skill workshop sessions.
RESEARCH SUPPORT PROGRAM
We offer academic presentation and academic writing skills workshops for participants all day on March 20, 2016. The workshops provide participants an excellent opportunity to brush up on skills and learn with and from their fellow participants.
CONFERENCE HOMEPAGE
http://www.21caf.org/4th-
PUBLICATION OPPORTUNITIES
All papers that meet the 21st Century Academic Forum's Conference Proceedings guidelines will be published in our online Conference Proceedings (ISSN: 2330-1236). Papers must be submitted for possible inclusion in the Conference Proceedings by June 21, 2016.
We purposely set the deadline for papers three months following the conference with the rationale that authors should use the feedback they receive at the conference in crafting their final drafts of their paper.
The Conference Proceedings will be published on September 21, 2016. The editors of our peer-reviewed Journal of 21st Century Issues (ISSN: 2330-1244) select the best papers from the Conference Proceedings to appear in special thematic issues of the journal.
ABSTRACT SUBMISSION
Submission of your abstract proposal (maximum of 3 submissions) should be made in English through our Online Submission System until the final deadline of February 19, 2016. The Conference Committee reviews abstract proposals on a rolling basis and authors will typically receive a decision within two weeks of your submission.
CONFERENCE STAFF FEE WAIVER PROGRAM
We are offering six conference fee waivers to individuals who agree to assist our team with various tasks throughout all three days of the conference. Preference will be given to those who are interested in a long-term relationship with the 21st Century Academic Forum, either as an editor or serving on our International Advisory Board. Please visit our website for more information on the conference fee waiver program.
SEE YOU AT HARVARD?!
We hope that you can join us for this truly international interdisciplinary conference at one of the top higher-education institutions in the world. Please feel free to contact us with any questions or requests.
Best regards,
21st Century Academic Forum team
Enquiries: conferences@21caf.org
Monday, October 19, 2015
The Fastest Way to Create Chaos in Labor Relations
Employees willingly sign up to be part of an organization and then diligently work on fulfilling their roles. Employers are sometimes unaware of how their decisions impact their workers and damage the unwritten employment contracts that all business interaction relies on. The fastest way to create chaos is through managing a business with unprofessional standard while acting with integrity does the opposite and in turn raises performance.
There is a right and a wrong way to make decisions. Employees want to succeed and expect to be treated with dignity and respect. Promotions should be based on their merit and not the personal whims of the manager. Having actual criteria in place and ensuring fairness in a selection process in important for creating the best work environments.
Solid labor relations is about creating mechanisms, policies, procedures, and professional standards that guide a company on a macro scale. Individual managers may play havoc and cause damage to those standards but should ultimately be held to account for their poor behavior. Without "rules of the road" commitment begins to break down expectations change.
Employees look at how people are promoted, hired, fired, and selected to make determinations about the type of efforts needed to succeed. Even though, as human beings, we want to promote people similar to us it doesn't make a whole lot of sense in the long run of the business. If a manager makes decisions based on misguided perceptions then they are looking to individually profit at the expense of the entire company.
It is easier said than done. There are written rules and there are unwritten rules. The written rules are those guided by policies and laws while unwritten rules are often the biggest determiner of outcomes. Unwritten rules like social status, be friends with, lie about, cheat so and so, be nice to, etc... end up defining work performance.
When unwritten rules are solidified into a culture the organization will have some serious difficulties rooting out its impact. It isn't just the vantage point and actions of a few but become a part of the very fabric of a department. This can be hard to remove from the minds of others if they have experienced the same reality.
However, with consistency, adjustments in culture, and the right kind of leadership it is possible to learn from the past and make solid changes that strength the business fabrics. Companies that create employee commitment and have solid labor relations approaches will find themselves retaining talent, attracting new talent, and creating a sense of community.
Methods of Creating Chaos in Labor Relations:
-Allow managers to make self-interested decisions not based in business logic.
-Fail to use formal policies and procedures as guides.
- Have no criteria for selection and promotion.
-Be unprofessional.
-Be toxic.
-Fail to see a need for improvement and don't act.
-Sow a culture of distrust and resentment.
Methods of Creating Trust in Labor Relations:
-Evaluate managers base on their ability to make decisions in the company's best interest.
-Allow flexibility within policies and procedures.
-Encourage professionalism.
-Remove toxic people and promote positive people.
-Continuously look for excuses to improve the organization.
-Have defined criteria for selection and promotion.
There is a right and a wrong way to make decisions. Employees want to succeed and expect to be treated with dignity and respect. Promotions should be based on their merit and not the personal whims of the manager. Having actual criteria in place and ensuring fairness in a selection process in important for creating the best work environments.
Solid labor relations is about creating mechanisms, policies, procedures, and professional standards that guide a company on a macro scale. Individual managers may play havoc and cause damage to those standards but should ultimately be held to account for their poor behavior. Without "rules of the road" commitment begins to break down expectations change.
Employees look at how people are promoted, hired, fired, and selected to make determinations about the type of efforts needed to succeed. Even though, as human beings, we want to promote people similar to us it doesn't make a whole lot of sense in the long run of the business. If a manager makes decisions based on misguided perceptions then they are looking to individually profit at the expense of the entire company.
It is easier said than done. There are written rules and there are unwritten rules. The written rules are those guided by policies and laws while unwritten rules are often the biggest determiner of outcomes. Unwritten rules like social status, be friends with, lie about, cheat so and so, be nice to, etc... end up defining work performance.
When unwritten rules are solidified into a culture the organization will have some serious difficulties rooting out its impact. It isn't just the vantage point and actions of a few but become a part of the very fabric of a department. This can be hard to remove from the minds of others if they have experienced the same reality.
However, with consistency, adjustments in culture, and the right kind of leadership it is possible to learn from the past and make solid changes that strength the business fabrics. Companies that create employee commitment and have solid labor relations approaches will find themselves retaining talent, attracting new talent, and creating a sense of community.
Methods of Creating Chaos in Labor Relations:
-Allow managers to make self-interested decisions not based in business logic.
-Fail to use formal policies and procedures as guides.
- Have no criteria for selection and promotion.
-Be unprofessional.
-Be toxic.
-Fail to see a need for improvement and don't act.
-Sow a culture of distrust and resentment.
Methods of Creating Trust in Labor Relations:
-Evaluate managers base on their ability to make decisions in the company's best interest.
-Allow flexibility within policies and procedures.
-Encourage professionalism.
-Remove toxic people and promote positive people.
-Continuously look for excuses to improve the organization.
-Have defined criteria for selection and promotion.
Martial Arts, Business, and Confidence
Business is about how you hold yourself, maintain a conversation and tackle issues. Life isn't easy and it isn't always fair. The chips are often stacked against you but you will need to fight through it as much as possible.
Martial arts gives the confidence someone needs to deal with all of the issues and needs of other people. Much of what we consider "business" is social by nature and it is important for business professionals to learn how to deal with others.
Body language becomes a "tip off" to show others how to act and react to you. Confident body language will prompt people to act and approach you in a certain way. Confidence encourages people to respect your opinion.
Like other sports, martial arts gives a creative outlook that affords an opportunity to re-leave stress and get in shape. Work can be frustrating and having an outlet is beneficial for the overall life satisfaction.
Martial arts isn't just about kicking butt. It is also about building confidence, getting in shape, and reducing stress. It will help you hold your body in a way that improves others perceptions of you as well as provide an outlet for your free time.
International Journal of Engineering Sciences and Management Research
The "INTERNATIONAL JOURNAL
OF ENGINEERING SCIENCES AND MANAGEMENT RESEARCH ” is a
pre-reviewed, monthly, online international research journal, which publishes
original articles, research articles, review articles with top-level work from
all areas of Engineering Research and their application including Mechanical,
Civil, Electrical, Chemical, Electronics, Mathematics and Geological etc.
Researchers in all technology and engineering fields are encouraged to
contribute articles based on recent research. Journal publishes research
articles and reviews within the whole field of Engineering Research, and it
will continue to provide information on the latest trends and developments in this ever-expanding subject. Apart
from Engineering it also covers the area of Management including Marketing,
Finance, Operations, and Accountancy etc.
To maintain a high-quality journal, manuscripts that appear in the
IJESMR have been subjected to a rigorous review process. This includes blind
reviews by three or more members of the editorial review board, followed by a
detailed review by the IJESMR editors.
Subject Category:
Cover all branches of Engineering, Science and Management
Important Dates:
·Paper Submission:
20 October2015.
·Review Results (Acceptance/Rejection) Notification: Within 02
Days after submitting paper.
·Published Online on : 25
October 2015.
Publication Charges:
Indian Author(s)
Rs 750/- upto 2 authors, after 2 authors charges will be Rs
350/author
Rs 300/author for Hard copy of certificate.
Foreign Author(s)
$ 70 USD upto 6 Authors
Submission Procedure:
Manuscript are invited in MS Word format and to be submitted via
mail on articles@ijesmr.com, Pl
Once a paper is accepted, authors are assumed to cede copyrights
of the paper over to IJESMR. All papers will be acknowledged and referred.
FINAL PAPER SUBMISSION:
Each final full text paper (.doc) along with the corresponding
signed copyright transfer form should be submitted by Email:articles@ijesmr.com
Editor in Chief:
INTERNATIONAL JOURNAL OF ENGINEERING SCIENCES AND MANAGEMENT RESEARCH (IJESMR),
Website: www.ijesmr.com
Paper Submission Email:articles@ijesmr.com
For any Query, Please feel free to contact at:articles@ijesmr.com
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