abhishreshthaa
Abhijeet S
Symantec Corporation (NASDAQ: SYMC) is the largest maker of security software for computers. The company is headquartered in Mountain View, California, and is a Fortune 500 company and a member of the S&P 500 stock market index.
has job security to its employees. Company also checks the references of the employees from their previous jobs. Promotion is given on experience and good work. In performance appraisal, the following characteristics are measured:
1.Employee Dependency
2.Delegation Of Authority
3.Behavior With Juniors
4.Communication Skills
5.Job Performance
6.Behavior With Supervisors
Procedure
Personnel department sends the appraisal form to immediate supervisors. Supervisors fill the forms and send back to the Personnel Department. On the basis of supervisor’s evaluation, the instructions from the personnel departments are communicated to supervisors to deal with the particular employees. But the employees appraisal results are not communicated to the employees formally but with the passage of time ,as needed, they are informally communicated by immediate supervisors.
After conducting appraisal, the personnel department communicates its evaluation with recommendations regarding appraisal policy. Then HR department makes decisions on the basis of Personnel department’s evaluation.
Problems In Performance Measurement & Evaluations:
Although Personnel Department tries to communicate a fair and smooth appraisal system but due to some reasons, the inaccuracy in performance measurement occurs. The reasons for this include:
1.Organizational Influences.
2.Personal Biasness.
3.Difficult To Set Qualitative Standards.
There are also some problems, which the personnel department has to face in the accurate evaluation of the measured performance. The problems include:
1.Subjective Standards.
2.Rating errors.
3.Negative Communication.
A common knowledge is that there are ‘hate campaigns’ for the company over the Internet maintained by many activist groups that criticize the Starbucks’ fair trade practices, labor relations and environmental and social impacts. The concerns of these groups mainly centered the quality intended for the products, the practices and the people. First, the tendency for either overstaffing or understaffing while also it could result in reducing staffing levels in the long run as more important initiative than developing satisfied customers and other unfair labor practices like overextensions and violations of health codes, though the condition presently exists. Second, considering the average age of the partners which are below 20, the relevance of benefits package is rather misaligned. Third, there might be the high turnover rate of partners and managers once new outlets would prove to be non-profiting which would have detrimental effects on customer relationship. Fourth, though training and development is continuous, Starbucks is evidently finding difficulties in maintaining deep knowledge of the product and monitoring the quality of such especially during introduction of new products with the emphasis placed for Partner Resources (Starbucks’ HRM).
3.0 Proposal Information
There is the necessity then to recruit only knowledgeable management members at all levels, maintain high level of partner performance and leverage and grow Starbucks brand through adding value to the Starbucks’ entire chain. Strategically, Starbucks should stick to the framework of Four A’s that primarily brought success to the company. These are acceptability, affordability, availability and awareness. There are different sets of actions that the company shall consider.
As well, there must be the continuous building of management team, maintain balance between expansion and internal partnerships, building the workforce, revisiting of mission, values and principle, continuous innovation and prioritization of quality. In particular, there shall be the alteration of the reward system, tighten focus on the ‘Third Place’ aspect and shift focus on profitability measures instead of reducing staff.
In modifying the current employee reward system, employees would be motivated to perform even more through more incentive. Eventually, employee turnover rates would be lessened and positive reinforcement would lead to higher job satisfaction. On the other hand, there are inherent detriments such a pay and benefit structures that are dictated by the corporate headquarters may hinder fast revamp on the reward policy. Cost of benefits could lower the profitability of each outlet and that new reward system would require additional management apart from Partner Sources.
has job security to its employees. Company also checks the references of the employees from their previous jobs. Promotion is given on experience and good work. In performance appraisal, the following characteristics are measured:
1.Employee Dependency
2.Delegation Of Authority
3.Behavior With Juniors
4.Communication Skills
5.Job Performance
6.Behavior With Supervisors
Procedure
Personnel department sends the appraisal form to immediate supervisors. Supervisors fill the forms and send back to the Personnel Department. On the basis of supervisor’s evaluation, the instructions from the personnel departments are communicated to supervisors to deal with the particular employees. But the employees appraisal results are not communicated to the employees formally but with the passage of time ,as needed, they are informally communicated by immediate supervisors.
After conducting appraisal, the personnel department communicates its evaluation with recommendations regarding appraisal policy. Then HR department makes decisions on the basis of Personnel department’s evaluation.
Problems In Performance Measurement & Evaluations:
Although Personnel Department tries to communicate a fair and smooth appraisal system but due to some reasons, the inaccuracy in performance measurement occurs. The reasons for this include:
1.Organizational Influences.
2.Personal Biasness.
3.Difficult To Set Qualitative Standards.
There are also some problems, which the personnel department has to face in the accurate evaluation of the measured performance. The problems include:
1.Subjective Standards.
2.Rating errors.
3.Negative Communication.
A common knowledge is that there are ‘hate campaigns’ for the company over the Internet maintained by many activist groups that criticize the Starbucks’ fair trade practices, labor relations and environmental and social impacts. The concerns of these groups mainly centered the quality intended for the products, the practices and the people. First, the tendency for either overstaffing or understaffing while also it could result in reducing staffing levels in the long run as more important initiative than developing satisfied customers and other unfair labor practices like overextensions and violations of health codes, though the condition presently exists. Second, considering the average age of the partners which are below 20, the relevance of benefits package is rather misaligned. Third, there might be the high turnover rate of partners and managers once new outlets would prove to be non-profiting which would have detrimental effects on customer relationship. Fourth, though training and development is continuous, Starbucks is evidently finding difficulties in maintaining deep knowledge of the product and monitoring the quality of such especially during introduction of new products with the emphasis placed for Partner Resources (Starbucks’ HRM).
3.0 Proposal Information
There is the necessity then to recruit only knowledgeable management members at all levels, maintain high level of partner performance and leverage and grow Starbucks brand through adding value to the Starbucks’ entire chain. Strategically, Starbucks should stick to the framework of Four A’s that primarily brought success to the company. These are acceptability, affordability, availability and awareness. There are different sets of actions that the company shall consider.
As well, there must be the continuous building of management team, maintain balance between expansion and internal partnerships, building the workforce, revisiting of mission, values and principle, continuous innovation and prioritization of quality. In particular, there shall be the alteration of the reward system, tighten focus on the ‘Third Place’ aspect and shift focus on profitability measures instead of reducing staff.
In modifying the current employee reward system, employees would be motivated to perform even more through more incentive. Eventually, employee turnover rates would be lessened and positive reinforcement would lead to higher job satisfaction. On the other hand, there are inherent detriments such a pay and benefit structures that are dictated by the corporate headquarters may hinder fast revamp on the reward policy. Cost of benefits could lower the profitability of each outlet and that new reward system would require additional management apart from Partner Sources.
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