You need to score 60% or more to pass.
Instruction: Attempt at least 4 questions. each question has a second part to it. Read carefully, then scroll down to the comment section at the end of the page to submit your answers.
1. Objective: Identify the steps needed to prepare a training and development plan:
Questions:
- What are the key steps involved in creating a comprehensive training and development plan for an organization? Discuss how these steps align with organizational goals and individual employee development needs.
2. Objective: Outline the different types of training and training delivery methods:
Questions:
- Provide an overview of various training types (e.g., on-the-job training, off-site workshops) and delivery methods (e.g., e-learning, instructor-led training). Discuss the factors influencing the choice of a specific type or method in different organizational contexts.
3. Objective: Describe the different types of performance appraisals:
Questions:
- Discuss the various methods used for performance appraisals, such as the 360-degree feedback, graphic rating scales, and management by objectives (MBO). Highlight the advantages and limitations of each method.
4. Objective: Discuss the key steps of an effective discipline process:
Questions:
- Outline the steps involved in implementing an effective discipline process within an organization. Address the importance of consistency, fairness, and communication in managing employee discipline.
5. Objective: Outline the different ways in which employee separation can occur:
Questions:
- Identify and explain various forms of employee separation, including voluntary (resignation, retirement) and involuntary (termination, layoff) methods. Discuss the legal and ethical considerations associated with each form.
6. Objective: Discuss the use of motivational theories and management styles in helping improve employee motivation and retention:
Questions:
- Explore how motivational theories (e.g., Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory) and management styles (e.g., transformational, transactional) can be applied to enhance employee motivation and retention. Provide practical examples.
7. Objective: Identify the various types of retention strategies that can be used to help motivate and retain employees:
Questions:
- List and explain different retention strategies, such as career development opportunities, flexible work arrangements, and employee recognition programs. Discuss how these strategies contribute to employee motivation and loyalty.
8. Objective: Demonstrate a general awareness of how culture influences how an organization operates:
Questions:
- Discuss the impact of organizational culture on day-to-day operations. Highlight how cultural factors can influence communication, decision-making, and employee behavior within an organization.
Submit Answers below:
Question 1.)
The key steps involved in creating a comprehensive training and development plan include the followings:
-Needs assessment and learning objective. What learning objective is to be measured .
– Consideration of learning styles. The learning style suitable to the group to be trained.
-Delivery mode. Methods to use to deliver the training
– Budget. The cost that the training will attract.
– Delivery style. What style is suitable to deliver the learning objective.
-Audience. This refers to the people or group that the training is meant for.
-Timeline. How long will the training take or last.
-Communication. How do people get to know about the training.
– Measuring effectiveness. How to check the effectiveness of the training on the overall organizational output.
1b) Now, how does this steps align with organizational goals and individual employee development needs ?
A good training and development program plan must align with the individual employee needs and the organizational goal. Career performance of individuals must align with teams through effective collaboration and implementation ensuring that employee get the skills needed to perform optimally at a minimum cost possible and able to measure its effectiveness to the organizational overall wellbeing
4a) The steps involved in in the implementing an effective discipline process are as outlined below.
– First offender first step. This involve an unofficial verbal warning followed with counselling and restatement of organization expectation.
– Second offense. Official written warning is given and documented in the employee file for reference.
– Third offense. Second official warning letter is issued. Improvement plans may be developed to rectify the disciplinary issue all of which is documented in the file.
– Fourth offense. Here possible suspension or other punishment and must be documented in the file.
-Fifth offense. Termination of appointment or apply dispute resolution strategies.
4b) For any disciplinary process to be effective in an organization, the place of consistency, fairness and communication cannot be over emphasized.
The process must be consistent, same thing same time whoever is involved in the disciplinary case. This makes the organization worth its onions and employee engagement is kept standard as no bias is entertained.
Also fairness must be kept. The process must be fair to all. Gender or race biasness would divide the organization and in the long run demotivate the workforce.
In all the stages involved in the disciplinary process, communication is very key. The manager must keep an open ended communication with the employee been punished. This is important so that the process is open and the objective kept at heart and every proceedings is documented and well discussed.
5a)Employee separation can occur in various ways. It can be voluntary or involuntary. Some of the methods are shared below
– Retrenchment. This might occur as a result of the company decision to cut the number of employees as a result of downsizing, market share decrease and staff restructuring.
– Retirement. This can occur due to age or in a situation where enough pension has been saved.
– Redundancy. This is a situation where the job place no longer require the service of an employee. As such, the employee may still be there but his or her relevance is no more there. Work is ongoing with or without him.
– Resignation. This is a voluntary method whereby an employee leaves or is given the option of voluntary resignation of his service from the organization.
– Dismissal/Termination. This is an involuntary separation method. This is a situation where the appointment of an employee is abruptly terminated or stopped. Usually, notices might and may not be given prior to termination.
– Death or Disability. This is another involuntary method of employee separation. Just as the name suggest, death or physical disability automatically makes an employee unable or unfit to continue work in an organization.
5b) For employee separation from an organization, there are legal and ethical implications that must be born in mind. In any standard organizations, there are trade unions, labour laws that guides hiring and firing of labour. Also, there are human activist that fight the course of other people. This trade unions are duely registered and knows the labour law inside out. Very many of this people are lawyers or employ one to fight their corse.
It is therefore important for every organization to know the labor laws and as such ensure that in their dealings with employees, they are fair and that the right thing is done always without bias or sentiments. The HR manager must be abreast of ethical standard and legal implications of any disciplinary method used.
7a) Different retention strategies contribute to employee motivation and loyalty to the organization which are discussed below.
– Salaries and Benefits. This is the basic and fundamental technique for employee retention. Good salaries and other benefits such as retirement , annual leave, sick leave, performance allowance, travel allowance, overtime, weekend duty allowance and a host of others. There could be other benefits that are not monetary such as membership of gym, lunch break etc.
– Training and Development. This is an opportunity given to employee to develop his career and skills through regular training opportunities to make the employee better at doing his job. This could include outdoor or off site programs, coaching , mentoring, orientation, in- house or external training opportunities both locally and internationally. Sometimes, salaries and benefits might be little, many employee are motivated by training and development opportunities.
– Performance Appraisal. This is usually done annually or every six months depending on the type of organization. this is a system used to reward performance after goals and expectations have been determined by the manager and the employee. Performance is usually tied to so many range of reward ranging from a fre ticket, financial rewards, salary raises, car gifts and the likes. This undoubtedly create competitive spirit and eagerness to deliver.
– Succession Planning. This is a retention method whereby the company organogram and promotion line is communicated to all. an employee therefore can be eager and sure to move up the promotion ladder and can move up to management cadres within the system. usually, in such organization , there are policies that guides the movement of every employee through the rank and file of the organization. This method encourages employee alongside the company condition of service to aspire to get to the top.
This policy indicate that internal promotions must be used to fill particular top position in the organization and this is well communicated ro all and no bias or sentiment ,rather performance is used to fill the vacancy.
-Flextime. This involves telecommuting and sabbaticals. In other words, you can be on sabbatical and yet work meaning double payments. telecommuting involves working through wired communications such that distance is not a barrier to doing your work.
– Management Training. Periodic trainings are extended to the top managers where they are taught on employee management and motivational strategies such that the management and employee have robust work environment where there is teamwork and good working relationship.
– Conflict management and Fairness. Conflict is bound to happen in an organization. There must be a working system whereby there is a peaceful resolution of conflict when it occurs. A win – win atmosphere must be built where employee see themselves as been recognized and contributions appreciated. Conflict must be resolved as it happens no matter where or who is involved. The organaizational value must be such that favours conflict resolution and must be fair to all.
– Job Design, Job enlargement and empowerment. Job must be designed and planned to empower people even outside the work place. In other words, skills gained while working in a place may become life skills which the employee can used outside the organization after he no longer works there. This is achieved through the series of trainings and development programs.
– Other retention strategies that include day care units for staff, dry cleaning services, on-site yoga classes.
7b) The above strategies no doubt contribute in no small measure to employee motivation and loyalty.
For one, employee have a sense of belonging. Also, performance recognition and all company policies make employee feel valued and treasured.
They enjoy job growth, internal pay equity, effective leadership styles or management style and flexible work loads.
Social workplace is improved.. Positive relational factors exert a more influence on their productivity.
Communication is both task- oriented and people – oriented. As such, employee morale is high.
F. Build a culture an employee wants to be part of
G. Offer winning incentives
H. Manage to retain
I. Prevent burnout by focusing on employee wellness
J. Maintain open and ongoing communication
This retention strategy helps to build an organization’s in-house skills and expert
Thereby cutting costs and improving organisational revenue
4. Constructive discharge
Firing
Layoff
Termination for cause
Termination by mutual agreement
Termination with prejudice
Termination without prejudice
Involuntary termination
Voluntary termination
Wrongful termination
End of a work contract or temporary employment
Reply . Rachael Paul DONGLONG
(1. Objective):
(A) Steps Needed to prepare a training and developmental Plan:
> Needs of assessment and learning objectives: Once you have determined the training need, you can set learning objectives to measure at the end of the training.
> Delivery mode: Most training programs will include a variety of delivery methods
> Budget: How much money do you have to spend on this training?
> Consideration of learning styles: Making sure to teach a variety of learning styles
>Timelines: How long will it take to develop the training? Is there a deadline for training to be completed?
> Communication: How will employees know the training is available to them?
>Measuring effectiveness of training: How will you know if your training worked? What ways will you use to measure this?
> Audience: Who will be part of this training? How can you make the training
> Delivery style: Will the training be self paced or instructor-led? What kinds of discussions and interactivity can be developed in conjunction with this training? relevant to their individual jobs?
(B) How these steps align with organizational goals and individual employee development need.
A good employee development plan will align with the personal career development goals of the employee with organizational objectives while an effective performance Management system ensures that individual and team goals are aligned with that of organizational goals so that both performance at individual, team and organizational level are enhanced through effective collaboration and implementation of human resource management practices
(2. Objective):
(A) Different Types of Training and Training Delivery Method.
> Technical training: Helps to teach new employees the technological aspects of the job.
> Quality training: Refers to familiarising employees with the methods for preventing, detecting, and eliminating non-quality items, typically in a manufacturing organization.
> Competency-based or skill-based training: Its includes the skills required to perform the job
>Soft skills training: Refers to personally traits , social graces, communication, and personal habits used to define interpersonal relationships.
> Safety training: Refers to training on relevant safety and health standards to help ensure employees can perform their work in a way that is safe for them and their co-workers.
(B) Different Types of Training Delivery Methods.
> On-the -job: Is a hands on way of teaching employees the skills and knowledge required to execute a given job in the workplace.
> Off-site workshops: Team building activities build bonds between groups of employees who work together for the betterment of the organization.
> E-learning: I s an effect and flexible training delivery methods with an adaptive learning platform, learning can be customized for individual needs and works.
> Instructor-led training: Is any kind of training that occurs in a training room, typically in an office, classroom, or conference room.
(C) Factors Influencing the choice of a specific type or method in different organization context:
> Environment
> Life Cycle
> Size
> Technology
> Strategy
( 3. Objective): Describe the Different Types of Performance Appraisal.
Answer,
Different Types of Performance Appraisal
> Management by objectives (MBO): Focuses on setting specific, measurable, achievable, relevant, and time-bound (SMART) objectives for employees.
>Advantages: i. Provides clear framework for performance expectations. ii. Encourages employee involvement in goal setting.
>Limitations: i. Overemphasize on achieving objectives may neglect other aspects of performance. ii. Can be time consuming to establish and monitor goals.
> 360-Degree feedback: Collect or receive feedback from different or multiple sources, including peers, subordinates, supervisors, managers, Abid self-assessment.
>Advantages: i. Provides a holistic view of an employee’s performance. ii. Encourages a more comprehensive and objective assessment.
>Limitations: i. Time consuming and resource intensive. ii. Potential for biased or unreliable feedback.
> Graphic Rating Scales: Involved rating employees on predefined attributes using a numerical or descriptive scale.
Advantage: i. Easy to administer and analyze.
Limitations: i. May oversimplify complex job roles and responsibilities. ii. lack of specific feedback on how to improve performance.
(8. Objective): Demonstrate a general awareness of how culture influences how an organization operates:
Answer
There are different ways in which culture can influence an organization.
> Values: The values of an organization can have a big impact on its culture. For example, an organization that values teamwork and collaboration will likely have a different culture than one that values individual achievement.
> Leadership style: The leadership style of an organization can also influences its culture. A culture of trust and respect is more likely to emerge under a leader who is supportive and approachable, while a culture of fear and mistrust is more likely to develop under a leader who is dictatorial and intimidating.
Questions: Discuss the impact of organizational culture on day-to-day operations. Highlight how cultural factors can influence communication, decision-making, and employee behavior within an organization.
Answer
In an organization with a strong culture of openness and transparency, employees will likely feel comfortable sharing information and asking questions. This can lead to improved decision-making and collaboration. However, in an organization with a culture of secrecy or fear, employees may be hesitant to share information or ask questions, leading to miscommunication and a lack of innovation.
Another impact of culture is on decision-making: An organization with a culture of consensus-building will likely take longer to make decisions.
1) Objective: identify the steps needed to prepare a training development plan
Answer
* Assess your needs and develop a goal metrics
* Develop learning objectives
* Finalize your training plan
* Evaluate the training plan
* Know the amount of money needed for the training ( budget)
* Who will be part of the training ( audience)
* Let the employee know about the upcoming training (communication )
Timeline: how long it will take to develop a training plan.
Question: what are the key steps involved in creating a comprehensive training and development for an organization.
Answer
*Assess your needs and develop a goal success metrics : As Hr you should know the type of training needed and what you are expecting in return.
*Develop learning objectives: be willing and knowledgeable enough to teach variety of styles
Finalize your training plan: be convinced and master what you want to teach
*Evaluate: know if the goal will be achieved and also know if you are on track
*Budget: know the amount of money needed for the training
*Timeline: know how long it will take to develop a training plan
*Audience:know who is coming for the program.
*Measuring effectiveness: The HR will provide a modality to measure it success.
Discuss the steps align with organizational goals and individual employee development needs.
Answer: This ensures that employee acquired the skills and knowledge needed to contribute to the over all success of the organization.the training effort are not only relevant but directly impactful.This approach ensures that limited resources are allocated strategically targeting critical areas for improvement, it helps organization prioritize their resources effectively.
2 Objective : outline the different types of training and training delivery method
Answer:
*Technical training
*Quality training
*Competency
*Soft skills training
* Safety training
Delivery method:
*Lectures
* Online or audio -visual media based training
* Coaching and mentoring
* Out door or off site programs
Question : provide an overview of various training types eg ( on the Job training of site workshop) and delivery methods e-learning instructor-led training.
Technical training: this is
the technological aspect of the job
Quality training: this is the process of familiarizing employee with the method of preventing , deleting and eliminating of non quality items
*Competency:is the skill required to perform a job
* Soft skills training: it refers to personality traits , communication and personal habit used to define interpersonal relationships.
*Safety training: is a training on relevant safety and health standard to ensure that employee can perform work in way that is soft for them and their co worker .
Delivery Method:
*Lectures: is led by a teacher or trainer and it focuses on a particular topic
*Online or audio -visual media training: it could be e-learning or internet based , PC based or teaching based learning
*On the job- training: employee will build the skills they will need for the work .
* Coaching and mentoring:young or less experience employee are paired with a coach or mentor.
Outdoor or off-site program: team building activities build bond between employee who work together.
4 Objectives : Discuss the key steps of effective discipline process
Answer: Discipline is the act of correcting undesired behavior, the aim is not to wicked anyone but to put one back in the right track . The steps are as follows
First offense: This is a verbal warning and counseling,
Second offense : is official writing warning and is documented
Third offense : this is second official warning , improvement plan may be developed .
Fourth offense: one might be suspended
Fifth offense: Termination or alternative dispute resolution.
Address the importance of consistency , fairness and communication in managing employee discipline.
Answer : the importance of fairness reduces bias , it foster team spirit and promote unity among colleagues. Collaboration team work and good communication are encouraged when everyone establishes a constant level of effort, consistency in target aid requirements, assures employee fairness , reduces possible conflict and fostering of a positive atmosphere
1) Objective: identify the steps needed to prepare a training development plan
Answer
* Assess your needs and develop a goal metrics
* Develop learning objectives
* Finalize your training plan
* Evaluate the training plan
* Know the amount of money needed for the training ( budget)
* Who will be part of the training ( audience)
* Let the employee know about the upcoming training (communication )
Timeline: how long it will take to develop a training plan.
Question: what are the key steps involved in creating a comprehensive training and development for an organization.
Answer
*Assess your needs and develop a goal success metrics : As Hr you should know the type of training needed and what you are expecting in return.
*Develop learning objectives: be willing and knowledgeable enough to teach variety of styles
Finalize your training plan: be convinced and master what you want to teach
*Evaluate: know if the goal will be achieved and also know if you are on track
*Budget: know the amount of money needed for the training
*Timeline: know how long it will take to develop a training plan
*Audience:know who is coming for the program.
*Measuring effectiveness: The HR will provide a modality to measure it success.
Discuss the steps align with organizational goals and individual employee development needs.
Answer: This ensures that employee acquired the skills and knowledge needed to contribute to the over all success of the organization.the training effort are not only relevant but directly impactful.This approach ensures that limited resources are allocated strategically targeting critical areas for improvement, it helps organization prioritize their resources effectively.
2 Objective : outline the different types of training and training delivery method
Answer:
*Technical training
*Quality training
*Competency
*Soft skills training
* Safety training
Delivery method:
*Lectures
* Online or audio -visual media based training
* Coaching and mentoring
* Out door or off site programs
Question : provide an overview of various training types eg ( on the Job training of site workshop) and delivery methods e-learning instructor-led training.
Technical training: this is
the technological aspect of the job
Quality training: this is the process of familiarizing employee with the method of preventing , deleting and eliminating of non quality items
*Competency:is the skill required to perform a job
* Soft skills training: it refers to personality traits , communication and personal habit used to define interpersonal relationships.
*Safety training: is a training on relevant safety and health standard to ensure that employee can perform work in way that is soft for them and their co worker .
Delivery Method:
*Lectures: is led by a teacher or trainer and it focuses on a particular topic
*Online or audio -visual media training: it could be e-learning or internet based , PC based or teaching based learning
*On the job- training: employee will build the skills they will need for the work .
* Coaching and mentoring:young or less experience employee are paired with a coach or mentor.
Outdoor or off-site program: team building activities build bond between employee who work together.
4 Objectives : Discuss the key steps of effective discipline process
Answer: Discipline is the act of correcting undesired behavior, the aim is not to wicked anyone but to put one back in the right track . The steps are as follows
First offense: This is a verbal warning and counseling,
Second offense : is official writing warning and is documented
Third offense : this is second official warning , improvement plan may be developed .
Fourth offense: one might be suspended
Fifth offense: Termination or alternative dispute resolution.
Address the importance of consistency , fairness and communication in managing employee discipline.
Answer : the importance of fairness reduces bias , it foster team spirit and promote unity among colleagues. Collaboration team work and good communication are encouraged when everyone establishes a constant level of effort, consistency in target aid requirements, assures employee fairness , reduces possible conflict and fostering of a positive atmosphere
5 Objectives :out line the different ways in which employee separation can occur
Answers:
*Termination of appointment
*Layoff
*Retrenchment
*Resignation
*Death or disability.
Question : identify and explain various forms of employee separation including voluntary ( resignation, retirement) and involuntary ( termination, layoff ) method
* Termination of appointment: an appointment may be terminated if your service is longer needed , as the world is advancing in technology, artificial intelligence is coming into play.
*Layoff: one can be laid off if he/ she is underperforming or not leaving up to the standard of the organization.is a permanent discharge of workers because of economic conditions.
*Retrenchment: economy and financial constraint of the organization can course downsizing of employee to balance losses in the operation of a business.
* Resignation: when one willing quit his / her job or sees a better offer
Death/ disability : it could be unavoidable circumstances.
Involuntary termination:it occurs when an employee is fired or laid off from his/ her , this could be as a result of misconduct or economical factors , employee who fall under this categories of (economic factor) are eligible for compensation benefits but those who are fired because of misconduct are not eligible for compensation benefits
Voluntary termination: this is when an employee decides to quit his due to reason best known to him/ her . Employee who fall under this most times are not eligible for compensation benefits.
QUESTION 2
OBJECTIVE
Types of training/delivery method include,
*Lectures
*E-learning
*On the job training
*Coaching and Mentoring
*Outdoor or off-site program
Question
1. Lectures: This is the kind of training led by a teacher who focuses on a particular topic. It can be held on-site , in conference room or classroom. Topics could include software skills, communication skill, inter /intra relationship skill etc.
2. E-learning training: This is web-based training which involves using technology to facilitate learning process.
3. On-the-job Training: This is a hands-on way of teaching employees the skills and knowledge required to execute a given job in the workplace.
4. Coaching and Mentoring: An unexperienced employee is always peered with a mentor or coach to guide, encourage and give an insight to help the employee meet the training objectives.
5. Outdoor or off-site program: Team bonding helps to build team spirit.
QUESTION 3
OBJECTIVE
Different types of performance appraisal include;
1. Management by Objective
2. Work Standard Approach
3. Behaviorally Analogy Rating Scale (BARS)
4. Critical Incident Appraisals (CIAs)
5. Graphical Rating Scale
6. Checklist Scale
7. Ranking
a)Management by Objective (MBO):That is appraisal techniques that is widely recognized and practice management approach. It is a goal setting and performance management technique that emphasizes the importance of defining clear and measurable objectives for employees at all levels within an organization. This involves cordial relationship between employee and their superior in ensuring that the organizational goals are met.
First, the manager meets with the employee and set objectives which should be review later or periodically to determine if the set objectives are met. These objectives should be Specific, Measurable, Achievable, Relevant and Time-bound (SMART).
The clarity enables employee to understand expectations and track their progress effectively.
Advantages of MBO
• Open communication between the manager and employee
• Good clarity and focus
• Employee empowerment
• Performance evaluation
• Alignment with organizational objectives
Limitations include;
It can only be applied for roles that are not routines and required a higher level of thinking to perform job.
b) Graphical Rating Scale: This is a behavioral method of performance evaluations. It is a type of evaluation lists traits required for job asks the source to rate the individual on each attribute. It shows a number of different point or rating scale which could be 1-10, excellent, average, or poor. A continuous scale show a scale and the manager puts a mark on the continuum scale that best represent the employee’s performance.
Advantages
It saves cost
Limitation
• It focuses on behavioral traits and is not specific enough to some job
• It is not reliable
c) Critical Incident Appraisal (CIAs):This is the method used to evaluate employee performance based on specific instances that exemplify exceptionally good or poor performance. CIAs focuses on critical incidents-notable actions, behavior or decision of an employee that significantly impact job performance. The goal is to capture a well rounded assessment of an employee’s performance so incident should be documented and specific, observable and job- related, capturing both positive and negative instances should be captured y HR’s and manager.
Advantages
• Specific and Tangible
• Fair and Objectives
• Employee Development
• Real time Feedback
Limitation include;
• Data collection: It requires time to collate data and takes efforts
• Limited Scope: It may not cover all aspects of job performance and may not be suitable for all job roles.
QUESTION 4
OBJECTIVES
Steps to Effective Disciple Include;
* First Offense: Unofficial warning
* Second Offense: First official warning written and documented in the employees’ file
* Third Offense: Second official warning given and also documented in the employee’s file
* Fourth Offense: Possible suspension, documented
* Fifth Offense: Termination and/or alternative dispute resolution.
Steps Involved in Implementing an effective discipline process within an organization are as follow;
• Rules and procedures should be in a written document
• Rules should be related to safety and productivity of the organization.
• Rules should be clearly written
• Rules should be clearly outline to employee during orientation or induction, training or via other method.
• Rules should be periodically revised.
However, past actions of employee should always be documented so that issue can be handled with evidences and for consistency among and managers, which could possibly result in motivational issues for other employees and loss of productivity.
Also, rules and policies should be well and clearly communicated to all employee for them to know what is expected from them and should be in written format.
In conclusion, all employee should be treated with equity and the punishment should be applied to all employee committing the same offenses for fairness.
QUESTION 7
OBJECTIVE
Key types of retention strategies are;
1. Salary and Benefit
2. Training and Development
3. Performance Appraisal
4. Succession Planning
5. Flextime, Telecommuting and Sabbaticals
6. Management Training
7. Conflict Management and Fairness
• Training and Development: To meet our higher level needs to experience self-growth. Training should be made available for efficiency and effectives’
• Flextime, Telecommuting and Sabbatical: Employee should have flextime and sabbatical leave to enjoy and refresh themselves and for work-life balance.
• Performance Appraisal: This is a formalized process to assess how well an employee does his/her job. An employee being recognized for a well job done can go a long way to retain the employee. Continuous feedback from the management helps employee to know the standard and expectation of the organization.
In conclusion, the above mentioned retention strategies contribute to employee retention and loyalty in the sense that constant review of salary and benefit, paying as at when due and other benefits guarantee financial and health security to the employee, availability of training gives self-growth and help employee to be effective at his work.
Objectives: identify the steps needed to prepare a training development plan.
Answer:
*) Assess your needs and develop goal metrics
*) Develop learning objectives
*) Finalize your training plan
*) Evaluate training
*) Know the amount of money you want to spend on the training .( Budget).
*) Who will be part of this training ( audience)
*)Set a timeline for the training.
*Let employee know about the upcoming training ( communication).
Timeline: how long it will take to develop a training plan.
Discuss how these step align with organizational goals and individual employee development needs.
Question : what are the kep steps involved in creating a comprehensive training and development plan:
Answers: Assess your needs and develop a goal metrics: Hr should know the type of training required , know what they want and expect from employee before commencing a training.
Develop a learning objectives: Be willing and knowledgeable enough to teach variety of styles.
Finalize your training plan : master what you want to teach
Evaluate: know if the goal will be achieved and also know if you are on track
Budget: know the amount of money
you want to spend on the training .
Timeline: how long will it take to develop the training.
Audience: who is coming for the training .
Measuring effectiveness : is the modality the Hr manager will use to evaluate it success.
Discuss how these steps align with organizational goals and individual employee development needs.
Answer: This ensures that employee acquired the skills and knowledge needed to contribute to the over all success of the organization. The training effort are not only relevant but directly impactful. This approach ensures that limited resources are allocated strategically targeting critical areas for improvement, it helps organization prioritize their resources effectively.
Objective: outline the different types of training and training delivery method
Answer
*) Technical training
*)Quality training
*) Competency
*) Soft training
*) Safety training
Delivery method
* Lectures
*Online or audio -visual media based training
*Coaching and mentoring
Question:
Provide an overview of various training types ( eg on the -jib-training : on
There are several types of employment separations, including the following:
– Constructive discharge
– Firing
– Layoff
– Termination for cause
– Termination by mutual agreement
– Termination with prejudice
– Termination without prejudice
– Involuntary termination
– Voluntary termination
– Wrongful termination
– End of a work contract or temporary employment
– Constructive discharge
A constructive discharge happens when employees quit their jobs under duress. In these situations, the work environment may be hostile, leaving the employees with no choice but to quit. When employers create intolerable work conditions, the employees who quit might have some of the same rights as workers who have been discharged. This includes the right to receive unemployment benefits. If the employer’s actions are deemed to be unlawful, the employee who quit because of a hostile work environment may have a valid claim for wrongful termination.
– Firing
Employees may be fired without a reason or warning when they violate company policy or have a poor work performance. Some employers might work with employees to try to resolve the issues. Others may place the employees on a probationary period as a warning. However, for at-will employees, employers are not required to work with them or to warn them and can fire them at any time and for any lawful reason. Employers may not fire at-will employees based on their protected statuses, however.
– Layoff
A layoff occurs when an employer has to discharge an employee because of a reduction in the volume of business or a lack of funding. Layoffs might also happen when a reorganization of the company makes the employee’s job no longer necessary. This type of separation from employment may be caused by financial decisions, restructuring, economic changes, attrition, changes in function, or redundancy. A layoff might happen to a single employee or many employees simultaneously.
– Termination for cause
Employees who are terminated for cause are fired for misconduct. The misconduct that leads to a termination for cause might include violations of company rules, ethics violations, theft, breaches of contract, harassment, insubordination, violence, and others. Workers who are terminated for cause are not entitled to severance pay and may be ineligible for unemployment benefits.
Termination by mutual agreement
Termination by mutual agreement occurs when the employee and employer consent to the employment separation. This can include a forced resignation, retirement, or the end of a contract. Termination by mutual agreement does not mean that both parties are happy about the employment separation. It simply means that they agreed to the separation to occur.
– Termination with prejudice
A job termination with prejudice means that an employee has been fired because of ethical or legal violations, poor attitudes, or poor performance. Employees that are terminated with prejudice are not eligible to be rehired by the former employers.
– Termination without prejudice
When an employee is terminated without prejudice, it means that he or she has been separated from the job for reasons other than his or her work performance, attitude, or behavior. Employees who are terminated without prejudice are eligible to be rehired by the company into the same role or a similar one.
– Involuntary termination
An involuntary termination occurs when an employee is fired or laid off from his or her job. Depending on the circumstances, the employee may be eligible for unemployment compensation.
– Voluntary termination
Voluntary termination occurs when an employee decides to retire or resign from his or her job. Employees who voluntarily quit their jobs are not eligible for unemployment compensation.
– Wrongful termination
When en employer terminates an employee for unlawful reasons, a wrongful termination has occurred. Wrongful termination can also happen when the termination violates company policy or an employment contract. These situations might include discrimination, retaliation, and being unwilling to do something illegal for the employer. Employees who have been wrongfully terminated may have grounds to file lawsuits against their former employers.
– End of an employment contract or a temporary job
Workers who work under an employment contract or who hold temporary jobs will be separated from their employment once the contract or temporary job ends. Some employers agree to sign new contracts or extend temporary jobs, however.
Types of resignations
There are a couple of types of job resignations. A resignation happens when an employee decides to quit his or her job on his or her own. Most employers ask employees who resign to provide written notice a few weeks in advance.
A forced resignation occurs when an employer tells an employee that he or she must either quit or be fired. In some cases, a forced resignation may be a constructive discharge.
Retirement types
When an employee retires, he or she chooses to stop working after he or she reaches a specific age and tenure requirements that have been agreed to by the employer or negotiated by a union. Mandatory retirement is limited to certain occupations in which workers are deemed to pose a risk to themselves or the public because of age-related diminished capacities. Examples of professions that have mandatory retirements include air traffic controllers, pilots, and law enforcement officers.
Some employees go through a phased retirement. This occurs when an older worker reduces his or her working hours over several months in advance of his or her retirement date.
6 Incentive theory
The incentive motivational theory suggests reinforcement, recognition, incentives and rewards motivate people. The incentive theory also proposes people may display certain behaviors to achieve a specific result, incite a particular action or receive a reward. Here are a few examples of incentives in the workplace:
• Bonus: A bonus is a reward you may give to an employee based on their performance levels over a period.
• Praise: Praise can be useful for one-on-one situations, such as quarterly employee reviews. You can praise an employee by giving positive feedback about their performance, which may build your relationship with them and promote trust.
• Opportunity: Providing opportunities like paid training or continuing education may give your team an incentive to increase their knowledge in a specific field and develop their skills.
• Promotion: Providing an opportunity for career advancement often is one of the most influential incentives a manager can offer because it can give an employee a feeling of importance and growth. A promotion may include an advanced job role, a new job title or a salary increase.
• Salary or wage: Offering a pay raise or salary increase is an incentive management teams often find effective. For optimal results, consider using salary or wage incentives for individual employees rather than all employees and departments within a business.
• Paid vacation or time off: Consider offering employees compensation for taking days off or giving them additional vacation days. An employee may value this incentive if they’re planning for a family vacation or want some extra time to rest at home.
McClelland’s need theory
McClelland’s need theory proposes there are three different needs most people have, and each need corresponds to a type of person who feels motivated to address that need. Understanding McClelland’s need theory can help managers identify employee needs, which may give them the ability to place their employees in situations where they can thrive and reach their goals. Analyze these three needs to determine which incentive may work best for each employee:
Competence theory
Competence theory proposes people often want to engage in specific activities to display their skills, intelligence and abilities. If an employee successfully demonstrates their intelligence in front of their peers, it can motivate them to feel competent in a particular area. Feeling competent may increase how confidently they perform tasks, which can improve productivity and efficiency. Confident employees may also feel encouraged to learn more in-depth information to share it with their peers and receive recognition.
Expectancy theory
The expectancy theory suggests people may perform certain behaviors if they think those actions can lead to desirable outcomes. You can apply the expectancy theory in the workplace if you’re interested in improving your team’s productivity, effort or efficiency. For example, you might offer your staff a temporary raise in their hourly wages to motivate them to work extra hours to complete a project
Maslow’s hierarchy of needs theory
Maslow’s hierarchy is a psychological theory that outlines the types of needs a person meets to progress to more complex needs. The hierarchy of needs includes five levels, which are:
1. Physiological: To meet physiological, or basic survival, needs you can ensure you have adequate water, shelter, clothing and food. In a work setting, an employee’s salary may allow them to fulfill their physiological needs.
2. Safety: This level refers to the need to feel protected. In the workplace, this need may align with employees feeling safe in the workplace and feeling a sense of job security.
3. Socialization: To meet socialization needs, employees may strive for their coworkers to accept them, seek to make friendships at work or join groups to feel a sense of belonging. A workplace may fulfill this need by creating opportunities for employees to bond by hosting employee lunches and team-building activities.
4. Esteem: Employees often reach this level by receiving recognition, which can help them feel confident in their work and increase their self-esteem. Recognizing their achievements and providing positive feedback are two methods you can use to help build an employee’s self-esteem.
5. Self-actualization: To reach this level, employees may seek to achieve complex, long-term
7 Onboarding and orientation
Every new hire should be set up for success from the start. Your onboarding process should teach new employees not only about the job but also about the company culture and how they can contribute to and thrive in it.
Mentorship programs
Pairing a new employee with a mentor is a great component to add to your extended onboarding process, especially in a remote work environment. Mentors can welcome newcomers into the company, offer guidance and be a sounding board. And it’s a win-win:
Employee compensation
It’s essential for companies to pay their employees competitive compensation, which means employers need to evaluate and adjust salaries regularly. Even if your business can’t increase pay right now, consider whether you could provide other forms of compensation, such as bonuses. Don’t forget about improving health care benefits and retirement plans, which can help raise employees’ job satisfaction, too.
Wellness offerings
Keeping employees fit — mentally, physically and financially — is just good business. Many leading employers expanded and improved their wellness offerings during 2021 and 2022, amid the pandemic, to help support employees and prioritize their well-being. Stress management programs, retirement planning services and reimbursement for fitness classes are just some examples of what your business might consider providing to employees in 2023 and beyond.
Communication
The shift to hybrid and remote work has underscored the importance of good workplace communication. Your direct reports, whether they work on-site or remotely, should feel they can come to you with ideas, questions and concerns at any time. And as a leader, you need to make sure you’re doing your part to help promote timely, constructive and positive communication across the entire team. Make sure you proactively connect with each team member on a regular basis, too, to get a sense of their workload and job satisfaction.
Recognition and rewards systems
Every person wants to feel appreciated for the work they do. And in today’s “anywhere workforce,” an employer’s gratitude can make an especially big impact. So be sure to thank your direct reports who go the extra mile and explain how their hard work helps the organization. Some companies set up formal rewards systems to incentivize great ideas and innovation
Acknowledgement of milestones, big and small
A final tip for promoting employee retention is to shine a light on notable achievements. Whether your team finishes ahead of the deadline on a major project or a worker reaches a five-year work anniversary, seize the opportunity to mark the milestone together. Even if you need to celebrate virtually, it can be a meaningful and memorable moment for everyone.
The 14 employee retention strategies outlined above are just some ways to help increase your team members’ job satisfaction. Be sure to re-evaluate your efforts regularly. That includes staying current on market standards for salary and benefits and best practices for developing an attractive workplace culture and strong manager-employee relations.
Some team members will inevitably leave your organization sooner than you’d like. But you can at least make their decision a little tougher. And if those employees leave your firm knowing they were valued and supported, they’ll likely say good things about your business and, perhaps, even come back to work for you one day.
8 Organizational culture is the set of values, beliefs, attitudes, systems, and rules that outline and influence employee behavior within an organization. The culture reflects how employees, customers, vendors, and stakeholders experience the organization and its brand.
• Improve recruitment efforts – 77% of workers consider a company’s culture before applying
• Improve employee retention – culture is one of the main reasons that 65% of employees stay in their job
• Improve brand identity – 38% of employees report wanting to change their job due to poor company culture
• Improve engagement – companies with a positive culture have up to 72% higher employee engagement rate
Key ways to improve organizational culture include:
1. Connect employee work to a purpose
2. Create positive employee experiences
3. Be transparent and authentic
4. Schedule regular and meaningful 1:1s
5. Encourage frequent employee recognition
• Teamwork encompasses collaboration, communication, and respect between team members. When everyone on the team supports each other, employees will get more done and feel happier while doing it.
• Integrity, like trust, is vital to all teams when they rely on each other to make decisions, interpret results, and form partnerships. Honesty and transparency are critical components of this aspect of culture.
• Innovation leads organizations to get the most out of available technologies, resources, and markets. A culture of innovation means that you apply creative thinking to all aspects of your business, even your own cultural initiatives.
• Psychological safety provides the support employees need to take risks and provide honest feedback. Remember that psychological safety starts at the team level, not the individual level, so managers need to take the lead in creating a safe environment where everyone feels comfortable contributing. Now that you know what a great culture looks like, let’s tackle how to build one in your organization.
• Alignment comes when the company’s objectives and its employees’ motivations are all pulling in the same direction. Exceptional organizations work to build continuous alignment to their vision, purpose, and goals.
• Appreciation can take many forms: a public kudos, a note of thanks, or a promotion. A culture of appreciation is one in which all team members frequently provide recognition and thanks for the contributions of others.
• Trust is vital to an organization. With a culture of trust, team members can express themselves and rely on others to have their back when they try something new.
Objective 1
Identify the steps needed to prepare a training and development plan:
Questions:
• What are the key steps involved in creating a comprehensive training and development plan for an organization? Discuss how these steps align with organizational goals and individual employee development needs.
Employee training is the planned effort of an Organisation to acquire knowledge, skills, abilities and behavior related to their employee’s jobs. The goal of the training being that the employee will then be able to apply what he has learnt from the training to his job. In developing a training plan the HR manager takes into account various process to ensure the success of the planned trainings. These are -:
i. Needs assessment and learning objective – here the Manager, on determining the type of training that the employee will require sets out the learning objectives that will be measured at the end of the training.
ii. Consideration of learning style – The employee will be taught in a variety of learning styles.
iii. Delivery mode – The HR manager will determine the way in which the training will be conducted. i:e will it be physical on site, or remotely.
iv. Budget – This is the amount of money that the Organisation will spend on the employee training needs to also be considered to determine if it’s worthwhile.
v. Delivery style – Here the HR manager will determine if the employee will take the training at his own pace and convenience or if he will be taught by an instructor.
vi. Audience- Those that will also take part in the training along with the selected employees and the relevance of this training to their own jobs will be determined also.
vii. Timelines – The length of time needed for the training to be completed.
viii. Communication – making information about the training available to employees.
ix. Measuring the effectiveness of the training – The HR manager will set out and determine modalities that he will use to gauge how successful or otherwise the training was.
Objective 2
Outline the different types of training and training delivery methods:
Questions:
• Provide an overview of various training types (e.g., on-the-job training, off-site workshops) and delivery methods (e.g., e-learning, instructor-led training). Discuss the factors influencing the choice of a specific type or method in different organizational contexts.
Depending on the needs of the employees and the capability of the organisation, the HR manager will aim to organize training for the employees in any of the following ways
1. Outdoor or offsite programmes – These training programmes are usually conducted outside the office where employees will be given an opportunity to interact and bond over challenges and games that can be physical or mental. This type of training fosters team bonding and corporation between employees. Most employers will choose this form of training where it is noticed that employees are not working in harmony towards achieving the company’s goals.
2. On the Job training – this is a hands on way of acquiring the skills and knowledge required for the job. This training unlike the other modes of training can be initiated and implemented by the employee because of his desire to build his skills and knowledge for career growth. This is a cost effective method of training however, where there is no proper supervision for the trainee mistakes are bound to occur.
3. Coaching and Mentoring – A coaching system of employee training is a more formal process of training. Here the coach (usually the employee’s manager) will offer assistance to the employee through feedback, assessments and observation of his work. In the case of mentorship, less experienced employees are paired with more experienced colleague who will guide and help the employee meet the training objective. Although similar to the on-job training style the mentor style focuses more on the employee’s continuous development and less on skill development.
Coaching systems tend to be a more formalised training delivery method. Typically, a manager will take on the role of a coach and offer assistance to the employee through feedback, observation, assessment, questioning, etc.
4. Lectures – Like the Coaching style, these are more formalized and would generally focus on particular topics or areas of potential employee development. Training under this style is usually led by a trainer or a teacher. These lectures can be held on site, in conference, lecture and classrooms. This style of learning unlike the others will cost the employer more as the Organisation will have to pay the lecturers/ teachers (especially if they are not staff), pay for the venue and other attendant costs associated with hosting a formal event.
Objective 3
Discuss the key steps of an effective discipline process:
Questions:
• Outline the steps involved in implementing an effective discipline process within an organization. Address the importance of consistency, fairness, and communication in managing employee discipline.
Discipline in the work place will occur when an employee is not meeting his expectations on the job. Where this occurs, the HR manager will be tasked with enforcing the necessary disciplinary process. The goal of discipline should not be as a tool to punish but rather should be seen as a corrective tool that will enable the employee perform and meet his performance expectations.
In order to apply an effective disciplinary process, employee actions (particularly transgressions) need to be properly documented to avoid the company lacking consistency among managers motivational issues for employees and loss of productivity. In an effective disciplinary process requires rules and procedures which
1. should be set out in a written document for clarity and conformity in carrying out the disciplinary process;
2. be related to the safety and productivity of the organisation;
3. should be written clearly, to avoid ambiguity amongst managers and supervisors.
4. Should be outlined clearly during orientation, training and via other method by supervisors, managers and HR
5. should be revised periodically, as the Organisation’s needs change.
In order to carry out an effective disciplinary process, the HR manager or Supervisor must ensure that the party/parties involved in the process are aware of their infractions by properly communicating same to them consistently and in a timely manner, in addition the process must be seen to follow a set of guidelines (which should ordinarily be set out for all employees to see and consent to) as well as be seen to be fair
Objective 7
The key types of retention strategies that can be used are outlined in the tabs below:
1. Salaries and Benefits.
A comprehensive compensation plan that includes not only pay but things such as health benefits and paid time off (P.T.O) is the first retention strategy that should be addressed.
For instance, utilising a pay banding system, in which the levels of compensation for jobs are clearly defined, is one way to ensure fairness exists within internal pay structures. Transparency in the process of how raises are given and then communicating this process can also help in the retention planning process.
Another example of this would be a pay-for-performance strategy which means that employees are rewarded for meeting preset objectives within the organisation. For example, in a merit-based pay system, the employee is rewarded for meeting or exceeding performance during a given time period.
2. Training and Development.
To meet our higher level needs, humans need to experience self-growth. HR professionals and managers can help this process by offering training programs within the organization and paying for employees to attend career skill seminars and programs. In addition, many companies offer tuition reimbursement programs to help the employee earn a degree.
Example 1: Internal Leadership Programs.
Implementing internal leadership development programs can provide a clear path for employees to advance within the organization. For instance, identifying high-potential employees and offering them mentorship opportunities, executive coaching, and specialized training can nurture their skills and prepare them for leadership roles. This not only boosts retention but also ensures a pipeline of capable leaders ready to take on key positions.
Example 2: Cross-Functional Training.
Encourage cross-functional training and job rotation opportunities. This allows employees to gain exposure to different aspects of the business, acquire diverse skills, and explore various career paths within the organization. When employees can see growth potential and new challenges within the same company, they are more likely to stay engaged and committed to their careers with the organization.
3. Performance Appraisals.
The performance appraisal is a formalized process to assess how well an employee does his or her job. The effectiveness of this process can contribute to employee retention so that employees can gain constructive feedback on their job performance, and it can be an opportunity for the manager to work with the employee to set goals within the organization.
Example 1: Continuous Feedback.
Supplement annual or semi-annual performance reviews with ongoing feedback. Regular one-on-one meetings between managers and employees provide opportunities to discuss progress, address concerns, and set short-term goals. Continuous feedback creates a supportive environment for growth and improvement, which enhances employee satisfaction and reduces the likelihood of performance-related turnover.
Example 2:
360-Degree Feedback. Introduce 360-degree feedback, where employees receive input from peers, subordinates and superiors.
4. Succession Planning
Succession Planning is a process of identifying and developing internal people who have potentials for filling positions within an organization
5. Flextime, Telecommuting and Sabbaticals.
The ability to implement this type of retention strategy might be difficult, depending on the type of business. For example, a retailer may not be able to implement this, since the sales associate must be in the store to assist customers. However, for many professions, it is a viable option, worth including in the retention plan and part of work-life balance.
6. Management Training
A manager can affect an employee’s willingness to stay on the job. While in HR we cannot control a manager’s behavior, we can provide training to create better management. Training managers to be better motivators and communicators is a way to handle this retention issue.
7. Conflict Management and Fairness.
Perceptions on fairness and how organizations handle conflict can be a contributing factor to retention. Thus, it is important to ensure that HR retention strategies can apply to everyone within the organization; otherwise, it may cause retention problems. There are four basic steps to handle conflict:
1.Discussion. The individuals in conflict should try to handle the conflict by discussing the problem with one another.
2. Recommendation. A panel of representatives from the organisation should hear both sides of the dispute and make a recommendation.
3. Mediation, a neutral third party from outside the organisation hears both sides of a dispute and tries to get the parties to come to a resolution.
4. Arbitration, an outside person hears both sides and makes a specific decision about how things should proceed.
8. Job design, Job enlargement & Empowerment
Review the job design to ensure the employee is experiencing growth within their job. Changing the job through empowerment or job enlargement to help the growth of the employee can create better retention.
For instance, job enrichment means enhancing a job by adding more meaningful tasks to make the employee’s work more rewarding. For example, if a retail salesperson is good at creating eye-catching displays, allow him or her to practice this skill and assign tasks revolving around this.
Employee empowerment involves employees in their work by allowing them to make decisions and take more initiative. Employees who are not micromanaged and who have the power to determine the sequence of their own work day, for example, tend to be more satisfied than those who are not empowered.
9. Other retention strategies.
Other, more unique ways of retaining employees might include offering services to make the employee’s life easier and increase his/her work-life balance, such as dry cleaning, daycare services, or on-site yoga classes
Question 1
The steps needed to prepare a training and development plan are;
1. Needs assessment and learning objectives. Once you determine the training needed,, you can set learning objectives to measure at the end of the training.
2.Consideration of learning styles. Making sure to teach a variety of learning styles.
3. Delivery mode. Most trainings should include variety of delivery methods.
4. Budget. How much money do you have to spend on the trainings.
5. Delivery styles. Will the training be self-paced or instructor-led?
6. Audience.who will be part of this training? This will help you design the training to be relevant to their individual jobs.
7. Timeliness. How long will it take? Will there be dateline?
8. Communication. How will the employees be notified about the training?
9. Measuring effectiveness of the training. How to measure if the training was effective and achieved its goal.
Question 2
The training types and delivery methods includes;
1. Learning management system. This automates the administration, development and delivery of training programmes.
2. Instructor-led. This comprises of classroom instruction where a trainer lecturing a group .
3. Computer-based lectures. This involves a virtual training where trainees at different locations can attend programmes online using their computer to view lectures and participate in discussion.
4. On-the-job training. A person with job experience and skills guides trainees in practicing job skills at the work place.
5. Internship. This is sponsored by an educational institution as a component of academic program.
6. Simulation. This represents a real life situation with trainees making decisions resulting in outcomes that mirror what would happen on the job.
Question 3
The various methods used for performance appraisal are ;
1. Management by objectives. This is best applied for roles that are not routine and require a higher level of thinking to perform the job. The advantage of this method is the open communication between the manager and the employee.
2. Work standard approach. This is for jobs in which productivity is most important. The primary goal of the work standard approach is to provide clarity to employees about what is expected of them and to measure their actual performance against these predefined benchmarks. It allows HR Managers and supervisors to objectively assess employees’ productivity, quality of work and overall efficiency in a consistent and fair manner. The disadvantage of this method is that it does not allow for reasonable deviations.
3. Behavioral Anchored Rating Scale (BARS). This is a method used to assess and evaluate employees performance. This method allows performance to be assessed along a scale with clearly defined scale points which contain example of specific behaviours.
4. Critical Incident Appraisal. This is a method used to evaluate employees performance based on specific instances or events that exemplify exceptionally good or poor performance.
The advantage of this method is that it provides tangible examples of behaviour and actions making it easier for employees to understand their strengths and areas of improvement and it focuses on actual incident.
5. Graphic Rating Scale. This type of evaluation lists traits required for the job and ask the source to rate the individual on each attribute. A discrete scale is one that shows a number of different points. The ratings can include a scale of 1 – 10, excellent, average or poor etc. The disadvantage of this type of scale is the subjectivity that can occur. It focuses on the behavioural traits and is not specific enough to some jobs.
6. Checklist scale. This method lessen subjectivity, although it will still be present. With this checklist scale a series of questions are asked and the manager simply respond yes or no to the questions which can fall into either behavioural or the trait method or both.
7. Ranking. In this method, employees in a particular department are ranked based on their value to the manager or supervisor.
Question 5
The various forms of employee separation are;
1. Retrenchment. For various reasons an organisation may need to cut the number of employees in certain areas. Some of the reasons may include: downsizing/rightsizing, a decrease in market shares, flattening or restructuring of staff or managerial levels.
2. Retirement. At retirement age or when enough of a pension is saved, am employee may wish to leave employment altogether.
3. Redundancy. For different reasons, a job may no longer be required by an organisation. In this situation the employee with that job will often be made redundant. This is usually as a result of introduction of new technology, outsourcing of tasks, changes in job design etc.
4. Resignation. An employee may leave an organisation of their own accord to seek employment elsewhere or the employee may be given the option of voluntary departure package and asked to leave voluntarily with the incentive of a good benefits package.
5. Dismissal/Termination. An employee may be asked to leave an organisation for several reasons such as misdemeanours, poor work performance and legal reasons.
6. Death or Disability. In the case of employees who are no longer able to do their jobsor no longer do them full time due to disability, the employee may be entitled to compensation if the disability was work-related. In the case of an employee dying, their next of kin may be entitled to the same, if the cause of death was work-related.