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ContinuingreportofHRM

(TheHotelParisInternational)

院系：

班級(jí)：人力

學(xué)號(hào)：

姓名：

課程名稱：人力資源管理

完成時(shí)間：年月至年月

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Content

CHAPTER1INTRODUCTIONTOHUMANRESOURCEMANAGEMENT

3

CHAPTER3HUMANRESOURCEMANAGEMENTSTRATEGYANDANALYSIS

5

CHAPTER4JOBANALYSISANDTHETALENTMANAGEMENTPROCESS

9

CHAPTER5PERSONNELPLANNINGANDRECRUTING

1

3

CHAPTER6EMPLOYEETESTINGANDSELECTION

1

6

CHAPTER7INTERVIEWINGCANDIDATES

1

8

CHAPTER8TRAININGANDDEVELOPINGEMPLOYEES

2

2

CHCAPTER9PERFORMANCEMANAGEMENTANDAPPRAISAL

2

6

CHAPTER10MANAGINGEMPLOYEERETENTION,ENGAGEMENT,ANDCAREERS.29

CHAPTER11ESTABLISHINGSTRATEGYPAYPLANS

3

3

CHAPTER12PAYFORPERFORANCEANDFINANCIALINCENTIVES

3

4

CHAPTER13BENEFITSANDSERVICES

3

6

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CHAPTER1INTRODUCTIONTO

HUMANRESOURCEMANAGEMENT

IsumupfivemainpointsspecificHRproblemsIthinkCaterCleaningwillhavetograpplewith.

Firstofall,theywerelakeforpersonnelmanagementregulationsandproceduresbotheverymanagerandeachemployee.Asthereweremanyofproblemswhichwereharmfultotheirmanagementbecauseworkers’lakeaseriesofclearknowledge,abilitiesandskills.Forexample,fairemploymentproblemswouldseriousdamageemployees’rightsbuttheydidn’tknowuptonow.Humanresourcemanagementsalwaysaskedpeopleofapplicantsabouttheirnationaltopicandsomeothersensitivetopicsbuttheydidn’trefertoprofessional,abilitiesand,manyotherusefultopics.Luckily,theyhaven’tbeenreportedtheirdiscriminationbecausetheemployeeswerealmostwomenandethnicminoritywhichwereshortoflawsconcept.Thisphenomenontoldustheycouldn’tclarifyfairemploymentrulesandprofessionalknowledgeandlawsknowledge.

Inaddition,humanresourcemanagementscouldn’tmakeemployeescleartheirowndutiesandresponsibilities.Theyemployeesdidn’tknowtheircleardivisionofresponsibilities;asaresult,CaterCenterwouldbe

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inefficiencyafterconfusiondaybyday.NumanresourceofCaterCentercouldn’tkeepemployeeloyaltyandemployeestability.Itisterribleforacompanytofaceemployeetheftsthere.Itwouldnotonlycausebenefitsofcompany,butalsocauselegitimateequitiesofthefirm.What’sworse,asaresult,corporateculturaldevelopmentandemployees’activitieswillbedestroyed.Notonlytheissueoffairemploymentlacksattention,butalsothemanagerhimselfhasnotreceivedanybasictraining.

IfIwereJennifer,Iwillpersuadeeverymanagementtopaymuchattention

makeaPostOfficeBookatfirstforallofmyemployeesinorderthattheycanidentifytheirresponsibilitiesandobligation.

Inaddition,wemustidentifythemanagementprocessisbasedonthefunctionsofplanning,organization,staffing,leading,andcontrolling.Intotal,westartwiththesefivefunctionsandwewillavoidmistakeslikeIsummedupinmyfirstparagraph.

WemustconsummatetherulesandprocessesofHRM.Wecanachieveitbysolvingthefairemploymentproblem,improvingtheirknowledge,abilitiesandskillsofcleaningandservice,enhancinglegalknowledgeandexperience.Bydoingthese,wecanimproveCaterCenter’spersonnelmanagementregulationsandproceduresbotheverymanagerandeachemployee.

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CHAPTER3MANAGEMENT

ANALYSIS

HUMANRESOURCESTRATEGYAND

IwouldrecommendthattheCatersexpandtheirqualityprogram.Myreasonsareasshownbelow.

First,thecompanyfacedtoalargerscaleandonlyholdingemployeemeetingscan'tsolvealltheproblemstheyfacing.Sowemustexpendwaysandmeasuresforeveryemployeeinordertowideningthefeedbackchannelfortheproblemofcompany.

Second,asamanager,wecan’tbeeverywherewatchingeverythingallthetime.Andexpendingthequalityprogramisarealwayforinnovationandsustainabledevelopmenttothecompany.Weneedtodiscoveraseriesoffindingformakingprogressatanytime.

Specifically,Catershouldexpandtheirqualityprogrambytakingformsasshownbelow.

Weneedmakeascientificstrategichumanresourcemanagementinthe

wholecompanyinordertoguaranteetherunningofit.

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Traininganddevelopmentisthefirststepforstrategy.ItwillbeexplicitifCatersmakeemployeesknowthatwherearetheynowandwhotheyare,andwritingajobdescription,significantly.Theywilllearntosizeupthesituationincludingperformexternalandinternalaudits.,

Afterwards,Caters’strategicoptionswillbeknownandbecreatedbymanagersandevenemployeeseasily.Atthesametime,theywillbesupportiveandhavingahighperformance.Itcanminimizetheplaneturnaroundongroundandthemealsandfrillsandsoon.Allofthesebenefitsaretodecreasecostsandincreaserevenuesfortheorganization.

Aquestionwemustfacetoandneedtobesolvedurgentlyiswhethertheemployeeswanttoactandacceptlikemini-manageronlywithearningabout＄8to＄15perhour.Itreferstothequestionofsalaryadministration.Soifwemakeafairsalarysystemthatemployeesapproval,wewillgainadifferentgroupwhichismuchbetterandcompetentthaneverbefore.

Inaddition,IthinkCatersshouldfocusontheoutlinesummarizingimportantHRpracticeasIdesignedbelow.

FirstofallIthinkitisimportanttocollecttheopinionsofcustomersandemployeesbeforewemakeasystematicofHRpractice.Wewillidentifyclearconditionofworkingandprogrambydoingthis.

ThenwemustmakeJobDescriptiontoeachpositionofCaterCenter.Wecandecidehowtomeasuretheperformanceofanoldornewhires.For

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example,withCatersystem,hiringmanagersinputtheirevaluationsofeachnewhireattheendoftheemployees’firstseveraldays.

Refertotheirimportantdesigned,wecanmakeaHRpracticecategoryandanalysisforCatersasIreferbelow.

HRpracticecategory

Stuffing

Self-managedteams

Description

Procedurestoevaluate

relevantknowledge,skills,

abilitiesforfit

Powerdownwardby

grantingauthorityand

responsibility

Examples

?Selectivescreening

?assessmentoftechnical

?interpersonal

skills/attitudes/person

al

?Employeeparticipation

programs

?Teamswithdecision

Decentralizeddecision

making

Training

Empoweringemployees

Formalizingprogramsto

?

?

?

makingauthority

Authoritytomake

decisions

participate

management

Trainingfor

Flexibleworkassignments

Communication

Compensation

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developknowledge,skills,abilities

Broadenindividualknowledge,skills,abilities

Opencom.Channelsto

expressviewpoints

Performance-contingent

pay,group-basedpay,

marketpaypolicies

?

?

?

?

?

?

?

?

current/futureskillsTechnical

interpersonalJobrotationjobenrichmentabilitiestoperformjobEmployeesuggestionsystems

Profit/gainsharing

ownership

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CHAPTER4JOBANALYSISANDTHETALENTMANAGEMENTPROCESS

Theformattobeusedtowritethejobdescriptionofthelaundrymanager

Firstofall,weneedtoanalyzethestructureofCaterCleaningCompanysothatidentifythedescriptionofjob.Wecangetthetableofstructurebyanalyzingasshownabove.

Fromthedrawingabove,wecanseethatlaundryorganizationisthesimplestverticalmanagementmode,laundrymanagersaretheirbasicjobs,buttherearemultiplepostsunderthem.Thissimpleorganizationalstructureissuitableforthiskindofcompany.

Fromthedrawingabove,wecanseethatlaundryorganizationisthesimplestverticalmanagementmode,laundrymanagersaretheirbasicjobs,buttherearemultiplepostsunderthem.Thissimpleorganizationalstructureissuitableforthiskindofcompany.Firstofall,thesizeofalaundryasanenterprisewillnotbelarge.Secondly,thegeneralobjectivesandtasksandresponsibilitiesoftheLaundromatmanagersmentionedinthecasearerelativelyspecificandrelativelysmall.Intheend,thestaffofthelaundrywillnothaveahighlevelofknowledge,whichisrelatedtothe

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contentoftheirwork.Tosumup,weshouldpayattentiontothefollowingpointsinwritingthejobinstructionsofthelaundrymanager.

1.Thejobdescriptionshouldbesimpleandeasytowriteintheformat,nottoocomplicated

2.Thejobdescriptionshouldbeeasytounderstandinthedescriptionofthecontent

Accordingtothis,thejobdescriptionoftheformisbestsuitedtothemanagerofthelaundry.

What’smore,workstandardsandproceduresshouldbewrittenintothejobdescription.

Thejobdescriptionisadetaileddescriptionoftheinformationrelatedtothejob,whichincludesthepersonconcerned,andthedescriptionalsocontainsadescriptionoftherelatedmatter.Theworkingstandardandprocedureisadescriptionofthejobrelatedmatters.Itfurtherexplainswhatextentthedutypersonnelshoulddoandhowtodoit.Asaresult,Ithinkthatworkstandardsandproceduresshouldbewrittenintothejobdescription.

HowcanJennifercollecttheinformationneededtowriteworkstandards,workprocedures,andjobdescriptions?

Ithinktherearemanywaysofcollectinginformation,suchasthefollowing:

1.Summaryoftheworkstandards,proceduresandjobdescriptionsof

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similarenterprises.

2.Collectopinionsoncustomersandemployees.

3.Consultanumberofexpertsandintermediaries.

4.Getthemaininformationfromtheactivitiesofemployees,actions

ofpeople,theworkingperformance,workingbackgroundandtherequirementofemployeesandsoon.

Thestoremanagers’jobdescriptionshouldlooklikeandcontainasthetablebelow.

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.

PostName

PostNumber

PostCategory

SubordinateDepartment

PostSequence

Summaryofpost

MainRelationshipofPost

DutiesandStandards

PerformanceIndicators

PostQuota

Jobbasis

Jobcontent

Jobtarget

BasicTrainingRequired

BasicCapacityRequired

UseToolEquipment

Qualification

ProficientWorkPeriod

DateofCompilation

EffectiveDate

WorkingHours

DiversityofWorkExperience

DuraltheConveyances

Informing

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CHAPTER5PERSONNELPLANNING

ANDRECRUTING

HowwouldIrecommendwegoaboutreducingtheturnoverinourstores?Ipreparesomesolutionsbelow.

Makingareasonablerecruitmentplanisthemostimportantsteptokeepemployeesstayinginthecompany.Weneedtoresearchcarefullywhenweinterviewthemandwemustexcludesomeoneshaky.Toacertainextent,therateofturnoverwillbedecreasedbydoingthis.

Shapinganattractivecorporatecultureisanimportantmeasuretoretainemployeesandexecutive.Asweallknow,anicekindofculturecanshapepersonalityandalsoformasenseofbelonginganddependence.

Makingpositivecompensationandwelfareisalsoimportantforretainingemployees.Wenotonlyneedtogivejusticesalarytoemployees,butalsoneedtomakeactivewelfaresystemforstimulating.Also,wecanofferthecompany'sstockoptionsorequityplansisarelativelylowcostwaytoincreasethelong-termpotentialincomeofemployees.

Lastbutnotleast,wemusttakecareofemotionsofemployeesatanytime.Suchastheirrelationswithfamilies,withsupervisor-subordinate,withcolleagues,andevenwiththeirownspiritsincludingtheircareerhappiness

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andsoon.IbelievewecanretainouremployeesmuchbetterbydoingtheseIdemonstratedabove.

Ithinkweneedthesecausestoresolvethequestionhowtoimprovethequalityofapplicantandtherateofpassing.

Makeafeasiblerecruitmentstrategy.HR'sownqualityandknowledgearealsoimportanttochoosetheappropriatelocationandlocation,andtoimprovetherecruitmentefficiency.

Therecruitmentinformationwillhelpustoselecttalentsscientifically,makeclearqualifications,andidentifyhighlyqualifiedapplicantswithcompetence.Inaddition,structuredinterviewscanbecarriedout.

Promotetheemployingdepartmenttoparticipateinthewholeprocessofrecruitment.Becausetheworkenvironment,leadershipstyleandmanagementconceptareusedbecauseoftheunitforwhatkindofItdiffersfrommantoman.,jobseekers,onlyusedepartmentmostclearly,therefore,recruitmentdepartmentstocontinuetoinstillinDepartmentRecruitmentconcept,promotetheiractiveparticipationinthewholeprocessofrecruitment,humanresourceplanning,recruitment,interviewneedstodeveloprecruitment,etc..Lastbutnotleast,itisalsoimportanttocreateaharmoniousenterpriseenvironment.

Consideredcarefullyforallofinformationthejobseekersneedwhenwepublishingajobadvertisement.Wecanmakejobadvertisementasisshownbelow.

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Feedbackin5days

ThejobadvertisementforCaterCleaningCompany

Address

Publishingtime

Deadline

Morethanoneyear'sworkexperience|Ageisnotlimited

Morethan＄6perhour

Jobdescription

Postduties

Tenurerequirements

?Workingexperiencepreferred

?Havebasicmanagementability

?Havestrongbusinessunderstanding,planexecution,writingabilityandlearningability.

?Befamiliarwith...Lawsandregulationstoavoidlabordisputes;

?Higherprofessionalism

Enterpriseintroduction

Otherinformation：

?Department:HumanResourcesDepartment

?Professionalrequirements

?Contact

?E-mail

PleaseindicatethenameornumberofthepositioninthemailandindicatethattherecruitmentinformationcomesfromtheHR.com

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CHAPTER6EMPLOYEETESTINGANDSELECTION

SomeadvantagestoJennifer’scompanyofroutinelyadministratinghonestyteststoallitsemployees.

Testinghonestyofemployeescannotonlystrengthenthecompany'sdiscipline,butalsokeepthecompanyopenandfairandtheorganizationstructureiscompleteandtransparent.

Inaddition,itcanpromotetheorderlyconductofproductionandavoidunnecessaryfinanciallosses.

Itcanstrengthenthecohesivenessofenterprisesandsettingupagoodsocialimage,soastoensurethecredibilityofthestaffandenhancecorporatereputationandcustomersatisfaction.

SomedisadvantagestoJennifer’scompanyofroutinelyadministratinghonestyteststoallitsemployees.

Employeesmaybelackasenseofsecurityandbelonging,andtheyfeelthattheyaredoubtedbytheirsuperiors.Also,itmayincreasethecostofworkandtimeandreducetheeffectiverateofreturnofenterprises

Whatotherscreeningtechniquescouldthecompanyusetoscreenouttheft-proneandturnover-proneemployees?Andhowexactlycouldthesebe

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used?

Wecanimporttheintroductionofspecialpersonnel,whoisintegritytestingliteracy,includingleakagetheory,informationmanipulationtheory,realmonitoringtheory,andinterpersonaldeceptiontheoryandsoon.

Also,wecandesignintegritytestscaletoidentifythefaithofemployees.Thetypesoftestsaretestsofcognitiveabilities,testsofmotorandphysicalabilitiesandmeasuringpersonalityandinterestsandachievementtestsandimprovingperformancethroughhires.Wecanmakethebackgroundcheckmorevaluableinformationofemployeesbydoingthesetests.

Howtofireastolenemployeeandhowtodealwiththereferencecallsabouttheseemployeeswhentheygotoothercompanieslookingforjobs?

Ithinkweshouldfirestolenemployeesinfrontofthestaffsofourcompany.Nottolethimbedisgraceddeliberately,buttoletemployeesknowhowimportantthesincerityisandhowpreciousthetrustsare.

Asforthereferencecallsabouttheseemployeeswhentheygotoothercompanieslookingforjobs,IthinkIwillbemercytohimandtellanothercompanythatthisemployeecanbeinspectedandretainedifhedidn’tmaketoomuchofmistake,eventhoughIfiredhimabidebytherules.Wesee,forgivenessandkindnessarethegreatestvirtues,theycansaveapersonwhostillhasawarmheart.

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CHAPTER7INTERVIEWING

CANDIDATES

Thewaytoimprovethepracticeofinterviewing:

Themainbodyoftheinterviewistheinterviewerandtheinterviewee,soinordertoimprovethecompany'sinterviewpractice.Wemustfirsthaveagroupofprofessionalinterviewers.Theyshouldhavethefollowingqualities:goodinsightwithsomepsychologyandorganizationalbehaviorknowledgeofgoodpsychologicalabilityexpressedexcellentjudgmentandspokeninterviewexperiencepreferredlogicalthinkingability,canaccordingtotheresumeandjobrequirementsandthebasicqualityofsettingquestionstounderstandthebasicknowledgeofjobindustryandknowledgeindustrythesalarylevelhaveagoodanalysisability.

Inaddition,therearesomethingerrorsthatcanundermineaninterview’susefulnessandwehadbetteravoidthem:firstimpression,notclarifyingwhatthejobrequires,candidate-ordererrorandpressuretohire,nonverbalbehaviorandimpressionmanagement,effectofpersonalcharacteristicsincludingattractiveness,genderandrace,etc.,diversitycounts.

Sheshouldmakeaninterviewformformanagementand

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non-managementinterviewquestionsbydoingIillustratebelow.

Keypointsandtestquestionsmanagementpersonnelrecruitmentexamquestions:

1.Doyouthinkwhatis"management"?

Testwhethertheapplicantcancombinetheoreticalmanagementknowledgewithworkpractice.

2.Agoodenterprisetomakeprogress,whatisdecisive?Inthecomplexmarketenvironment,successfactorsofdifferententerprisebigdifference.Theansweristotesttheextenttowhichtheapplicantunderstandsthemanagementoftheoriginalunit.

Whatarethe3you'vereadaboutmanagementbooks?Goodmanagementisverypayattentiontothecollectionofinformationandknowledgeupdating.

3.Whatdoyouthinkisthemostdifficultasamanager?

"Badnewsreport"isaconciseandcomprehensiveanswer.Itsimplybecauseitcanmakedeepandseriousrecruitersaskfurtherquestionsandsuperficialrecruiterswillnotconsidertheuseofadditionalquestionstoask,donotletthecandidateshavetheopportunitytofurtherelaborateitssetpeoplethinkingidea,butdonotwanttounderstandwhethertheanswerbehindwhatishiddendeeplifeexperience.Thisanswertellsushowamanagerintroubleshouldreact.

"Letthoseofmebeabletoactinaccordancewithmyinstructions,so

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thattheyarereadytodoso."Itisthesecondpossibleanswer.Thisshowsthatthemanagerisreadytocontrolthesituationandcarryouttheleadership.

"Tomobilizetheenthusiasmofthepersonnel,toformacompetentteam."Itmaybethethirdwaytoanswerthisquestion,whichindicatesthattheapplicanthasadeeperexperienceandhastheabilitytomanageothers.

Therearealsospecificquestionstobefacedwithasanswers.Recruitersneedtopayattentiontowhetheramanagerhasamoreopeneyeasamanager,ratherthantryingtodealwithaspecificbusiness.

4.Youhowtocontrolandreducetherisk?

Weshouldpayattentiontotheriskdegreecandidatesaware,thenanswertheinvestigationmethod,andtheriskinvolved,whetherthereisalwayssucheffectsontheother.

5.Whatdoyouthinkistherelationshipwiththepositionyouapplyforyourdepartmentorthecompany'sstrategy?Itistheabilityofonthecandidatestograsptheoverallsituation.

6.Howwouldyouplanandorganizeanimportant(orlong)oftheproject?

Therecruitershouldpayattentiontothevariouslinksofthecandidateplanningandrunningtheproject,notwhethertheprojectitselfistheclosesttotheworkoftheunit.

7.Howdoyoudealwiththecontradictionbetweenthe9withother

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departments?

Nocontradictionisunrealistic,andapplicantsoftenanswerthroughcommunication.Thequestionistoseewhethertheapplicantcanpayattentiontotherootofthecontradictionandnotonlysolveordealwiththeproblemmeans.

8.Pleasebrieflytalkaboutyouaroundthetypicalcasemanagement.Inspectwhetherornotthecandidateenterprisessuccess/failurereasons,andsharplypointedouttheproblem,conciseandcomprehensive.

Jennifershouldcarryoutatrainingprogramforthemanager.Themanagerwhoisforinterviewingthestuffsshouldhavethischaracteristic.

Wemustfirsthaveagroupofprofessionalinterviewers.Theyshouldhaveandpreparemethefollowingqualities:goodinsightwithsomepsychologyandorganizationalbehaviorknowledgeofgoodpsychologicalabilityexpressedexcellentjudgmentandspokeninterviewexperiencepreferredlogicalthinkingability,canaccordingtotheresumeandjobrequirementsandthebasicqualityofsettingquestionstounderstandthebasicknowledgeofjobindustryandknowledgeindustrythesalarylevelhaveagoodanalysisability.

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CHAPTER8TRAININGAND

DEVELOPINGEMPLOYEES

TheCatersshouldcoverintheirnewemployeeorientation

andtheyshouldconveythisinformationbythetablebelow.

program

Companyoverview,rulesandregulations,

organizationalstructure,corporateculture,product

Contents

knowledge,workinghours,payroll,benefits,

communicationskills,teambuildingskills,etc.

Guidanceofworking

Fromabriefintroductiontoalongerformalplan,

includingemployeeemploymentguidancemanuals,

Planning

humanresourcesdepartmentwork,department

heads'guidance,specialseminars,etc.

Provideemployeeswiththeskillsrequiredto

Training

completetheirpresentwork

Overviewoftraining

Developingcurrentorfuturemanagerstosolve

Development

currentandfuturepossiblejobs

Technicalskillsrequiredtoimpartwork

Aimoftraining

Thesurvivalanddevelopmentoftheenterpriseneedsspeedandflexibilitytomeettherequirementsofthecustomerinquality,variety,convenience,timesavingandotheraspects.

Impartothermoreextensiveskillstoemployees,suchascommunication,teambuilding,andotherskills

Strengtheningthededicationofemployeesbytraining

Evaluation:identifytrainingneeds

Thebasicprocessof

training

Setuptraininggoalswhichisclearandmeasurable

Training:jobtraining,jobtraining

Evaluation:Reflectperformance

Response:thetrainee'sresponsetothetrainingprogram

Evaluationof

effect

training

Knowledge:testthetrainee

Behavior:tounderstandthechangesinthebehaviorofthetrained

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Effectiveness:measurethefinalresultsofaplanbasedonapredeterminedtraininggoal

Weshouldusesuchaformtoanalyzetheworkofthecounterattendant.Counterattendanttaskanalysisrecordtableisastobelow.

Concretework

Responsibleforthestorecustomersandtheshuttle

service,andintroducesthemainservicesoflaundry

facilitiesandequipmentandmethodofusetothe

guests

Todealwiththevariousitemsentrustedbyguestsin

thisarea.

Readtheworkrecordcarefully,andcompletetheworkhandeddownwork

Responsiblefortheinspection,declarationand

changeoftheequipmentstatewithanerrorrateof

zero;assistthesupervisortocoordinatethehygienic

conditionofthestore;

Inchargeofassistingthecleanerstodoagoodjobinthestore,therateofqualificationis100%

Responsibleforsecurityworkinthestoreand

reportingofemergencies,reportsupervisorina

timelymannerifsituationisfound.

Mastertheleaseoftheshopequipment,fillinthe

dailyanddotheworkofthehandoverclass(check

the2roomsforeachflight)

Deliverandrecordtheguest'slegacyintime

Completetheothertasksassignedbythesuperior

Takeuptime

15%

20%

5%

30%

5%

5%

5%

10%

5%

Importance

5

6

4

1

9

7

3

5

10

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Inthetrainingofironingworkers,decontaminationworkers,managers,

andcounterattendants,weshouldusespecifictrainingmethodsasismentionedbelow.

Trainingmethods

Directsupervisor:drycleaning/washingSupervisor

Responsibilities:accepttheleadershipofthegroupleader,finishthehospitalityandironingworkwithhighqualityandefficiency

Jobdescription:

(1)Accordingtotheworkingproceduresandstandards,allkindsofmachinedothepreparatoryworkbeforetheuseofsecuritycheckPatient.(2)Clean,maintainacleanandtidyworkarea.

(3)Completeotherworkassignedbythecaptainandseniormanagement,etc..

Strictlyabidebythesystemofdisinfectionandisolation.

Doagoodjobofoccupationalprotection,enterthedecontaminationareatoweartheappropriateprotectiveequipment(includingroundcap,Masks,isolationclothesorwaterproofaprons,gloves,specialshoes,goggles,etc.,mustnotmovefreelyinotherareas.

Recyclingequipmentinventorycheck,registration,transferofwork.

Lookbackthepreviousanswerindetail.

Decontaminationworkers

counterattendants

Ironingworkers

category

Work

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CHCAPTER9PERFORMANCEMANAGEMENTANDAPPRAISAL

Jenniferbelievesthattheproposaltoestablishaformalworkperformanceevaluationsystemforworkersiscorrect.Theproposaltoestablishaformalworkperformanceevaluationsystemformanagersisalsocorrect.Myreasonanddesignarebelow.

Managersarethebackboneoforganizingtalents,andplayamoreandmoreimportantroleinthedevelopmentofmodernorganizations.Thestructureofjobperformanceevaluationofmiddlemanagersistoestablishascientific,completeandeffectiveperformanceevaluationsystem,soastoachieveeffectivemanagementformiddlemanagers.Theworkperformanceofmiddlemanagersisamulti-dimensionalconstruct.Thismultidimensionalstructurecaneffectivelyexplainthosebehaviorsreflectedinthejobperformancequestionnaire.Jobperformanceisaconstructthatcanbereflectedbybehavior.Therefore,wecanidentifythosetypicalbehaviorsandformameasurementtoolthathascertainreliability(internalconsistency)formeasuringjobperformance.

I’veresearchedthefivefactor