HRM240 all dq's for course
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- Posted on Nov. 30, 2008 at 12:04:16AM
Preview: ... e owner constantly griping about finding ways to short paychecks and bills so he can have stupid things that he did not need and most of the time never used.<br>Wk4 dq1<br>Dress for the job you want, not the job you have.<br> The same applies to climbing the corporate ladder. Senior management doesn't want to spoon feed people into achieve higher levels. They want go getters who take the bull by the horns and do what is necessary to be the master of your domain. Consider this - if you owned a company, would you want a CEO to call you asking what do to do every day or would you prefer someone who would be proactive and make sound judgments on their own? <br> <br>You can't wait for someone to give you what you want like you're standing in the soup line - get out there and farm if you have to...bottom line -- feed yourself.<br>Wk4 dq2<br>I have chosen the restaurant industry for the performance appraisal.<br>General Manager-Only RESULTS are an appropriate evaluation criterion for any performance appraisal, anywhere. That's what the organization pays the salary for, what they need from the employee. So that's what they should measure and hold people accountable for.<br><br>Customer service (servers, hostess)-Trait -personality, aptitudes, attitudes, skills, and abilities. The problem with this method is that traits are not always related to a personís job performance and has some very negative legal issues when used. <br><br>Store Manager-Behaviors are HOW the work gets done. Not WHAT gets done. Behavior measurements should trigger training and development initiatives, not performance appraisals, which are used to make personnel decisions.<br><br>On the other hand, people should be held accountable for behavior IMPROVEMENT, following training and d ...
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