netrashetty
Netra Shetty
Belk is a department store chain founded in 1888 in Monroe, North Carolina, today part of the Charlotte metropolitan area. After the founding of the first Belk store, the company grew in size and influence throughout the South via the chain in the USA,[1] with its stores primarily located in the Southern USA.
The chain has four flagship locations:
* SouthPark Mall, in Charlotte, North Carolina, houses the chain's largest store, with more than 330,000 square feet (31,000 m2). The store was built in 1970 as one of the mall's original anchor stores. The mall was co-developed by the Belk and Ivey families.
* Crabtree Valley Mall. in Raleigh, North Carolina, is where Belk built a similarly elaborate 251,000-square-foot (23,300 m2) store in 1972 (subsequently expanded to 320,000 square feet (30,000 m2) in 2007) in North Carolina's high-tech Research Triangle.
Recognition and Reward
The lack of proper recognition for a job well done seems to be an endemic problem for many organisations (Mitchell, 2000). The research data indicates that the lack of recognition and extrinsic reward for one’s work is mainly due to the system because rules and regulations largely prevent supervisors from offering “encouragement awards” (such as gift vouchers) in recognition of a job well done. Most interviewees talked about the use of promotion as a reward, but also emphasised that not everyone who is capable is going to be promoted because there are not enough positions available.
Interviewees also commented that the existing honours and awards system is complex. The research team was told that due to a heavy workload commendations are not written (only one or two people seem to be writing up 90% of the commendations), and as a consequence there are probably a large number of exceptional people who are missing out. Quotes typical of those about the honours and awards system are:
“The honours and awards system is quite a complex one but it’s one of the most publicly and visibly recognised way of getting reward.”
"Conspicuous service medals and the Australia Day Medals …there’s a general avoidance of
people [in this HQ] getting those sort of things because it’s then seen as being nepotistic, if the head shed [HQ] gets all the kudos.”
There were also a number of comments about inadequate feedback:
“I’ve been here for three months and I don’t get any feedback on the work that I’ve done…I presume it’s been OK because they haven’t come back to me and said “You’re hopeless.”
On the matter of intrinsic reward, typical comments were:
“It’s been very rewarding personally, professionally, if not financially, but I’ve done a lot of really interesting things.”
“…You get offered good opportunities because you’re good doing that stuff and you’re working hard..”
Such comments indicate that some have specifically joined the military because of intrinsic rewards such as a wide variety of jobs and opportunities.
Organisational Loyalty to Workers
The prevailing economic climate has led many organisations onto a path of implementing efficiency measures. Restructuring, frequent organisational changes and downsizing are the results of that. It is not Pascoe, Ali. & Warne surprising, therefore, that there is the perception that the organisation is less loyal to workers now than in the past as illustrated by the following comment:
“Well hang on, there ain’t no loyalty here, and I’m busting my buns and have for the past 30
something year, always been a workaholic and always delivered 150%.”
The other aspect of organisational loyalty raised during interviews related to the contract of trust between leaders and staff being broken:
“[There is the] expectation that there’s going to be more money put into people and the only place they can get that money from, because they can’t go across to the government say ’we need more money‘… The only way they can get it is out of operating costs.”
“We keep saying that people are the backbone of [this service], but there is a general feeling out there that that is a platitude and we don’t really live up to that.”
human resource key performance indicators are very much needed in any company. With the establishment of the appropriate indicators in a certain company’s framework or system, its HR department can now quantify the value of each employee, in terms of the following aspects: initiative, quality of work, teamwork, cooperation, productivity, and problem solving skills. These are just some of the aspects that the key performance indicators would measure in every employee. But, mind you, key performance indicators are not just about the production side of the company. There are also social skills that are being measured by these indicators. How an employee interacts with his fellow workers is also important in the success of any business. And this is also being measured by HR KPI.
By making the employees aware of such indicators, they will surely find it in themselves to show not just the administration and HR personnel of the company but also their fellow workers just how productive they are in their work. Once you know that your productivity and other work-related skills are being measured, this will definitely motivate you to perform better. This ultimately means more productivity for the business as a whole.
Human resource key performance indicators are also used in management. Plotting these indicators on a diagram, managers and HR personnel can interpret the data gathered and determine at which areas a certain employee would need improvement. The strengths and weaknesses of each employee would be diagramed for scrutiny and thorough examination. This way, the management would be able to inform the employee of his weak areas, and can then move on to finding and implementing ways on how the employee can improve on these areas. Human resource KPI is not just about the growth of the company in terms of productivity and profit. Rather, HR KPI is also used in attaining professional growth for all employees.
The chain has four flagship locations:
* SouthPark Mall, in Charlotte, North Carolina, houses the chain's largest store, with more than 330,000 square feet (31,000 m2). The store was built in 1970 as one of the mall's original anchor stores. The mall was co-developed by the Belk and Ivey families.
* Crabtree Valley Mall. in Raleigh, North Carolina, is where Belk built a similarly elaborate 251,000-square-foot (23,300 m2) store in 1972 (subsequently expanded to 320,000 square feet (30,000 m2) in 2007) in North Carolina's high-tech Research Triangle.
Recognition and Reward
The lack of proper recognition for a job well done seems to be an endemic problem for many organisations (Mitchell, 2000). The research data indicates that the lack of recognition and extrinsic reward for one’s work is mainly due to the system because rules and regulations largely prevent supervisors from offering “encouragement awards” (such as gift vouchers) in recognition of a job well done. Most interviewees talked about the use of promotion as a reward, but also emphasised that not everyone who is capable is going to be promoted because there are not enough positions available.
Interviewees also commented that the existing honours and awards system is complex. The research team was told that due to a heavy workload commendations are not written (only one or two people seem to be writing up 90% of the commendations), and as a consequence there are probably a large number of exceptional people who are missing out. Quotes typical of those about the honours and awards system are:
“The honours and awards system is quite a complex one but it’s one of the most publicly and visibly recognised way of getting reward.”
"Conspicuous service medals and the Australia Day Medals …there’s a general avoidance of
people [in this HQ] getting those sort of things because it’s then seen as being nepotistic, if the head shed [HQ] gets all the kudos.”
There were also a number of comments about inadequate feedback:
“I’ve been here for three months and I don’t get any feedback on the work that I’ve done…I presume it’s been OK because they haven’t come back to me and said “You’re hopeless.”
On the matter of intrinsic reward, typical comments were:
“It’s been very rewarding personally, professionally, if not financially, but I’ve done a lot of really interesting things.”
“…You get offered good opportunities because you’re good doing that stuff and you’re working hard..”
Such comments indicate that some have specifically joined the military because of intrinsic rewards such as a wide variety of jobs and opportunities.
Organisational Loyalty to Workers
The prevailing economic climate has led many organisations onto a path of implementing efficiency measures. Restructuring, frequent organisational changes and downsizing are the results of that. It is not Pascoe, Ali. & Warne surprising, therefore, that there is the perception that the organisation is less loyal to workers now than in the past as illustrated by the following comment:
“Well hang on, there ain’t no loyalty here, and I’m busting my buns and have for the past 30
something year, always been a workaholic and always delivered 150%.”
The other aspect of organisational loyalty raised during interviews related to the contract of trust between leaders and staff being broken:
“[There is the] expectation that there’s going to be more money put into people and the only place they can get that money from, because they can’t go across to the government say ’we need more money‘… The only way they can get it is out of operating costs.”
“We keep saying that people are the backbone of [this service], but there is a general feeling out there that that is a platitude and we don’t really live up to that.”
human resource key performance indicators are very much needed in any company. With the establishment of the appropriate indicators in a certain company’s framework or system, its HR department can now quantify the value of each employee, in terms of the following aspects: initiative, quality of work, teamwork, cooperation, productivity, and problem solving skills. These are just some of the aspects that the key performance indicators would measure in every employee. But, mind you, key performance indicators are not just about the production side of the company. There are also social skills that are being measured by these indicators. How an employee interacts with his fellow workers is also important in the success of any business. And this is also being measured by HR KPI.
By making the employees aware of such indicators, they will surely find it in themselves to show not just the administration and HR personnel of the company but also their fellow workers just how productive they are in their work. Once you know that your productivity and other work-related skills are being measured, this will definitely motivate you to perform better. This ultimately means more productivity for the business as a whole.
Human resource key performance indicators are also used in management. Plotting these indicators on a diagram, managers and HR personnel can interpret the data gathered and determine at which areas a certain employee would need improvement. The strengths and weaknesses of each employee would be diagramed for scrutiny and thorough examination. This way, the management would be able to inform the employee of his weak areas, and can then move on to finding and implementing ways on how the employee can improve on these areas. Human resource KPI is not just about the growth of the company in terms of productivity and profit. Rather, HR KPI is also used in attaining professional growth for all employees.
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