SYED ABDULLAH MUHAMAD BIN SYED IDRUS 6718DENZEL JAMES RONI 6795CIK NURUL AZIRAH BINTI CHE MOHD SUKRY 6699NORFAEZRAH BINTI AJIS 6697NOEL JAINOL 6732

INTRODUCTION OF HUMAN RESOURCE MANAGEMENT MGT 173

PRESENT BY LEA 49

TABLE OF CONTENT

1. Introduction ...................................................................................... 2 1.1 Definition/ Meaning of ................................................................. 2 1.1.1 Performance Appraisal................................................................ 2 1.1.2 Compensation and Benefits........................................................ 3-4 1.1.3 Disciplinary Systems and Termination of Service......................... 52. Discussion of .................................................................................... 6 2.1 Performance Appraisal................................................................. 6 2.2 Compensation and Benefits.......................................................... 7-8 2.3 Disciplinary Systems and Termination of Service........................... 9-113. Conclusion........................................................................................ 124. References........................................................................................ 13 1

1. INTRODUCTION

1.1 Definition/ Meaning of :-

1.1.1 Performance Appraisal A meeting between an employee and a manager. To discuss the quality of the employee’s work, and areas for future progress. The systematic evaluation of the investment performance of a collectively managed

pool of assets in order to understand the abilities of a fund manager to deliver future management.

The aim of performance appraisal is to identify where a the value added by a fund manager’s return is positive relative to his contribution to performance against the appropriate benchmark.

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1.1.2 Compensation and Benefitsa. Compensation In the book Human Resource Management, Gary Dressler defines compensation in

these words “ Employee compensation refers to all form pay going to employees and arising form their employment.”

The phrases ‘all forms of pay’ in the definition does not include non-financial benefits, but all the direct and indirect financial compensation.

b. Benefits Benefits are a form of compensation paid by employers to employees over and

above the amount of pay specified as a base salary or hourly rate of pay. Benefits are a portion of a total compensation package for employees. A comprehensive, common set of benefits includes.

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Example Pictures for Compensation and Benefits

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1.1.3 Disciplinary Systems and Termination of Service State of employee self-control and orderly conduct. Disciplinary action is invokes a penalty against an employee who fails to meet

establish standards.

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2. DISCUSSION OF2.1 Performance Appraisal

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Q1 Q2 Q3 Q4Q : Who is involved in the performance evaluation for a worker based on the case given ?

Q : What mistakes often made by the employer during conducting performance appraisals?

Q : Who is eligible for evaluating the performance of employees’ in an organization other than the supervisor?

Q : ‘Performance evaluation is conducted to the employee in order to see to what extent the performance of the worker” Indicate criteria that need to be assessed by a manager for their employees?

A : Mia, Mr. Izan, employees and supervisor.

A : Recency effect, halo effect, central tendency, prejudice and stereotyping and fatigue.

A : Manager, employees and employer.

A: Knowledge of job, teamwork, adherence to policies & procedures' and attitude.

2.2 Compensation and Benefits2.2.1 State types of compensation and benefits that can be obtained by the following

worker:-

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Mia Mr. Izan Employees who have a less than satisfactory job performance

Employees who stolen some electric equipment

A : Base pay- wages, variable pay- bonuses, incentives, benefits- paid time off, health/medical insurances

A : Base pay- wages, salaries, variable pay – insurance, car, benefits- life and health insurance, educational assistance

A : Base pay A: Base pay

2.2.2 Suggest some other benefits that can be provide/ allocate to the employees :-

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Mia Mr. Izan Employees who have a less than satisfactory job performance

Employees who stolen some electric equipment

A : Initiative, life/disability insurances, pension plns

A : Educational, pay leave, stock option

A : Base pay A : Base pay

2.3 Disciplinary Systems and Termination Service

2.3.1 Based on the above case, identify disciplinary action that may be taken by employers to their employees.a. Oral warningb. First written warning c. Suspension without paymentd. Demotion or downgradinge. Dismissal

2.3.2 Suggest some steps that need to be carried out by the employer to resolve the issue.f. Transfers employee to other department or to different jobb. Use problem solve skills to identify the main causes, find for resolution and make

decision c. Counselling and warn employee and assist employee to improve their performance

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2.3.3 Frame a policy to address the problem (specify the position and duties of each individual to be appointed)

a. Transfer employees/workers in relocation to a different place to solve problem. For example, employees at Sony Sdn. Bhd. must transfers to different place to decrease the problem happen at Sony Sdn. Bhd.

b. Employees may be punished for the problem that they make.c. Employees must be training first to they know about they work before they start they

work.

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Example Pictures for Policy to Address the Problem

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Organization of Position

of Company

Head of Performance Evaluation

Head of the First/Second

Warning

Head of Employee

Termination

Head of Employee

Monitoring

Head of Affairs

Employee

3. CONCLUSION

The system should be free from bias so that employees are afforded the chance to get fair appraisal.

These should be achieved through personal objectives agreed at the appraisal. The types of compensation in divide in two compensation, first direct compensation and second is indirect compensation.

The purpose of punishment is to change the employee’s behaviour and to send a warning to other employee that unacceptable behaviour will not be tolerated.

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4. REFERENCES

1. Book Book-Single Author. Adler, N.J. (1991). International dimensions of organizational behaviour. Boston :

PWS-Kent Publishing Company Edited Book-One or more Authors. Hew stone, M., & Brown, R. (Eds.). (1986). Contract and conflict in intergroup

encounters. Oxford : Basil Blackwell's

2. Others Conference Proceedings. Belo us, R.S, & Appelbaum, E., (1988) Human resources flexibility and older workers :

Management and labour view.

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