The performance management system at Shipley College is linked with its training and development. One example of this may be Shipley College’s objective to aid tutors in completing their key skills exams and portfolio work. In order to maximise the productivity and to increase the teaching ability of the tutors they must complete more qualifications. This is performance management linking with training and development. The tutors are aided in completing their key skills portfolio work and exams and this increases their transferable skills and increases the competitiveness of Shipley College.
The qualifications that the tutors of Shipley College contribute to making Shipley College a more competitive College because students/parents and especially the government will invest in any school, College or sixth form based on the results the students receive and how well the students give feedback on that particular place. This makes it necessary to train tutors more and more to increase their performance, this will inevitably give tutors more skills to teach their students producing higher results and more student satisfaction with their courses leading to competitiveness in the teaching business.
Not only will students see the results that a particular school or College attains but parents and the government will recognize this and parents will send their children and the government will recognize the benefit of granting more money to this learning centre has on the society which ultimately benefits the government and the whole of the country as more new comers contribute to the growing economy. Performance appraisal Performance appraisals “systematically” evaluate the performance and provide feedback using the basic equation:
“Desired performance – Actual performance = Need for action” (Heinemann Advanced Business by Needham, Dave and Dransfield, Rob page 441) Many organisations today have some form of appraisal whether it may be formal or informal. This is usually in the following steps: 1) “The line manager meets with the jobholder to discuss what is expected. The agreed expectations may be expressed in terms of targets, performance standards, or required job behaviours – attributes, skills and attitudes. ” 2) “The outcome of the meeting is recorded and usually signed by both parties.
” 3) “The job-holder performs the job for a period of six months or a year. ” 4) “At the end of the period, the job-holder and line manager or team leader meet again to review and discuss progress made. They draw up new action plans to deal with identified problems and agree targets and standards for the next period. ” Performance appraisals are needed because they provide an expected result to which performance may be measured against. They also provide a method of establishing fair rewards for completion of desired outcome.
Finally performance appraisals help develop employees by reforming development needs and setting new objected and expected results by assessing what training is needed. There may be different types of appraisals that are given they might be formal with the company or individual self evaluations, here are some of the common methods: Self-evaluation – is a method of evaluating performing based on employees being autonomous. In this intelligence based economy employees must be self-motivated and self-sufficient in order for businesses maximise performance.
This involves employees taking responsibility for their own learning, evaluating their development needs and measuring their performance. There are obvious benefits of this type of approach to performance management such as employees being motivated because taking responsibility cause individuals to be more indulgent in completing desired tasks, etc. The employee may criticize his own performance at his/her job because unlike an external appraiser the employee knows all the key facts about their own job and the performance level they should be at.
Another great benefit for the company is self-evaluation is cost effective. Peer evaluation – is where employees on the same level of employment evaluate each other; this may be done using questionnaires, reviews or various other methods. This helps keep equality in the work force and helps assure that the work is evenly spread throughout employees on the same level of responsibility. However there are some downfalls such as the peers may evaluate each others judging on their links that grow between them as they work side by side of each other.
More importantly employees also build up defence against higher levels of management where they evaluate each other in such a way that they seem to always justify their position as being correct and upper management being wrong. In order to have a continuous appraisal system targets must be set in order to compare the results against, this may be done using the following methods: Target setting for individuals and groups – is usually done using appraisals. Many organisations base their appraisals on three different aspects; personal attributes, skills and performance.
Many organisations use these methods to set target for example a company may set targets that employees must develop certain personal attributes such as reliability and adaptability, however this method is criticised because who will judge performance management accurately based on employees personal attributes. Appraisals also view employee skills for example a technician may be monitored by his/her superiors for their communications skills. Skills are usually appraised by observation at the job.
The performance of the individual is measured differentiating betweens the goals/objectives set and how the employee’s work compares in contrast, i. e. is there more or less productivity then forecasted? Once the targets are set the results must be measured using a fair method, businesses using measure productivity using the following methods: Measuring individual and group output/productivity Comparing and contrasting how productive employees are and how much they should be paid/rewarded may be done using different methods. The most common are behaviour scales, Job evaluation and merit ratings.
What behaviour scales assess is the personality of the individual and the competency; therefore the pay also takes into consideration the personality and how competent the individual is at work. Giving the job an evaluation or better known as a job evaluation compares and contrasts different jobs at work and the pay for each job is determined. Once the job evaluation sets the jobs in bands in comparison to each other then the employee is given regular appraisals and given a merit to assess if he is promoted to the higher band or stays in the same.
This is known as merit rating. There are many other factors that assess an individual’s performance such as attitude, morale, personality, attendance, etc. Giving employees appraisals and targets and comparing the results is not enough to create an efficient, competitive work environment. In order to maximise efficiency and increase competitiveness and productivity businesses must using motivation methods and theories such as the following: Performance Related Pay (PRP)
Performance related pay is a simple method to motivate employees but may un-unify employees at work. Performance related pay is usually given based on the competency or the productivity that employee has at work. Basing pay on this the pay increases in increments as the performance/productivity increases. There are other methods of motivating employees using motivational theories such as the “reinforcement theory”. The reinforcement theory simply states that positive experiences lead to motivation.
Other relevant motivation theories are Frederick Taylor’s principles of scientific management, Abraham Maslow’s Hierarchy of Needs, Douglas McGregor’s X and Y theory, Frederick Herzberg’s two-factor theory, Adams Equity Theory and Lawler (linking rewards to performance. Last but not least to manage the performance of an organisation businesses must be aware of legislations that will affect how they use their human resources. The following legislations affect human resources: Maximum hours legislation
The working time Regulations 1998 and Young Workers directive 1998 states that employees may not work over 48 hours per week including overtime over 17 weeks. Night working must not exceed 8 hours in each 24 hours in 17 weeks and young workers are given 12 consecutive hours. Leave arrangements (including maternity and paternity leave) All parents are entitled Parental leave for 13 weeks per child born after December 15th 1999 if they have been working for at least 1 year’s service.
They may take their leave anytime until the child’s 5th birthday and/or if the child is disable till the 18th birthday. Minimum wage legislation Minimum wage was introduced into England in 1998. The minimum wage was set at i?? 3. 60 for adults and i?? 3. 00 for young workers aged 18-21. The minimum wage changes with objectives of the political party, especially the labour party who intends on slowly increasing minimum wage annually. Where does Shipley College market its job vacancies?
According to Dianne Binnes, a tutor at Shipley College, many of the staff at Shipley College come seeking training in the world of education. Many started as student tutors and ended up being recruited as part time staff. From there it is an uphill process increasing hours and earning skills. Shipley College help internally train staff in various areas such as key skills and teacher training. How ever a large College institution such as Shipley College does not rely only on past students returning and student tutors simply being added on, they advertise their vacancies in the open market.
Places such as The Telegraph and Argus, The times Education section and various newspapers. One of the best sources to search for a job at Shipley College is on their own website. However, at first glance of the website there was no link for jobs. After searching the website for a little while the following link was found under the sub heading of “what’s new” After finding the relevant link there was much useful information there, from the website you can download: an application form, a full job description and a job advert.