HRM - Ageism on employee individual performance

 

Ageism on employee individual performance

Ageism is defined by many scholars in different methods. Ageism is the discrimination which is occurring in the organizations or any other activity due to the age differences. 

This is not a positive fact and it needs to consider the factors to occur this (Ben-David, et al.,2018). Ageism in organizations is common fact and it is depending on the behavior and the cultures of the organization. Even though the serious applications are not been undertaken, ageism is prevailing in every working place (Alexander, 2020).

                                                                       Figure 1: Ageism (Source: WHO,2021)

 

Overcoming ageism or finding the solutions for the ageism is very important and it needs higher concentration on the controlling measures in managing better environment in the working places. Individual performance of the employees is important in gaining the whole organizational performances (Lagacé, et al., 2019).

“Individual Performance is the success of the employee o the staff member in completing the tasks given and reaching the objectives in any work place”

In the working environment, aging can make the higher level of experience in the work and due to the aging lack of efficiency and effectiveness also can be occurred. Thus, there are two parts in ageing in professional life (Suh, 2021).

(Source: Skillroads, 2021)

 As per the situations prevailing in the organizational cultures and the policies, there can be different impacts of ageism. There are three types of ageism.

Figure 2:Type of ageism (Source: Author created)

Ageism can be impacted in the performance of the employees as they are discriminated by the fellow workers in the organizations. Some of the negative effects for the individual performance through ageism is provided as follows (Cadiz, et al., 2017).

v  Ageism impacted to the mental wellbeing and health of the older workers which is resulting in poor performance than the usual days 

v  Highly impacted to the social status and the reputation of the individual workers which is resulting lower performances 

v  Ageism in workplace can make the employees to leave and this makes less workers 

v  Effective and efficient work cannot be gained from the employees due to ageism 

v  Organizational performances can be lowered as resulted in losses due to ageism in organizations

Along with these, it is very important and necessary to overcome the ageism in the workplaces to have the successfully outcome of the performance of the individuals.

 Conclusion

Ageism is referring with the age discrimination and this is a common fact in the societies. If these actions are undertaking in the organizations, it is highly impacting on the mental and physical health of employees as well as the performance level of the organization as well. Along with these applications, it is very important to overcome ageism in the working places to get higher level of performance from the individual employees. Ageism is not providing any positive impacts and thus the clear understanding along with these is very important to consider as it is impacting badly on the performances.

 

References

 AgeScottland, 2021. Ageism is an issue in the workplace, s.l.: https://www.ageuk.org.uk/scotland/services/age-inclusive-workplace/.

Alexander, S., 2020. The impact of experiencing ageism and social support on the relationship between age and perceptions of self-efficacy., s.l.: s.n.

Ben-David, B. M., Malkin, G. & Erel, H., 2018. Ageism and neuropsychological tests, s.l.: In Contemporary perspectives on ageism (pp. 277-297). Springer, Cham.

Cadiz, D. M., Pytlovany, A. C. & Truxillo, D. M., 2017. Ageism in the Workplace, s.l.: In Oxford Research Encyclopedia of Psychology.

Lagacé, M., Van de Beeck, L. & Firzly, N., 2019. Building on intergenerational climate to counter ageism in the workplace? A cross-organizational study, s.l.: Journal of Intergenerational Relationships, 17(2), pp.201-219.

Skillroads, 2021. Age Discrimination at Work and How to Prevent It, s.l.: https://skillroads.com/blog/age-discrimination-at-work-and-how-to-prevent-it.

Suh, J. Y., 2021. Age discrimination in the workplace hurts us all, s.l.: Nature Aging, 1(2), pp.147-147.

WHO, 2021. Ageism, s.l.: World Health Organization .

 

 

 

HRM- Impact of emotional intelligence on employee job satisfaction

 

Emotional Intelligence can be recorded as the ability of an individual to understand the others ways of thinking acting on the positive measures with the others (Mustafa, et al., 2020). The emotions are releasing in a positive manner in emotional intelligence and thus it is very important for the day-to-day activities. Specially this fact is important in managing the subordinates in working places. Managers and leaders are must to have the emotional intelligence to manage the needed factors (MacCann, et al., 2020). Positive emotions are needed to be developed in different activities such as; 

Figure 1: Advantages of positive emptions (Source: Author created)

Employee job satisfaction is another important fact in the organizations. Employee job satisfaction is the measure of employee’s happiness level and contentedness with the job. Here, liking the job or not liking the job is highly matters (Wen, et al., 2019). There are many advantages of the job satisfaction and thus the applications are needed to be implemented in the job satisfaction measures to get the needed ideas.

There is a higher level of interaction among emotional intelligence and job satisfaction of the employees. Many past studies also have bene able to reveal that there is a positive impact of the emotional intelligence on increasing the satisfaction level of the employees (Miao, et al., 2017; Wen, et al., 2019; Lee & Chelladurai, 2018). 

                                                                 Figure 2: important of job satisfaction       (Source: Blogspot, 2020)  

Interpersonal emotions awareness is very important in the management of the employees. Emotional intelligence is playing an important role in the management of the necessary activities in the satisfaction of the employees with favorable thoughts and guidance (Miao, et al., 2017). Managers have higher responsibility to have the higher level of emotional intelligence to manage the employees. Employees have the motivation with non-monetary factors as well and thus emotional intelligence abilities in the organization are very important and needed (Lee & Chelladurai, 2018). Managing the emotions is very critical to get the maximum needs and the wants from employees. This is a psychological fact and in the same time, this is a method to manage all the tasks in a clear manner.

In accordance with this fact, it can be recorded that the emotional intelligence is very important and critical in the employee satisfaction and it caused the increase in the employee satisfaction as well (Wen, et al., 2019).

Figure 3: Emotional Intelligence (Source EDUCBA, 2021

Conclusion  

Identification of the once emotions and managing these with the positive mind is more critical fact and it needed to be practiced to get the positive outcomes when ever needs. In this regard, it is very important to have the better accelerations in the managers and leaders in managing emotional intelligence or the management of once emotions to gain the successful outcome from the employees.

 References

 Blogspot, 2020. Job Satisfaction : Concept and Its Consequences in Business Organization, s.l.: https://analysisproject.blogspot.com/2012/10/job-satisfaction.html.

Lee, Y. H. & Chelladurai, P., 2018. Emotional intelligence, emotional labor, coach burnout, job satisfaction, and turnover intention in sport leadership, s.l.: European Sport Management Quarterly, 18(4), pp.393-412.

MacCann, C. et al., 2020. Emotional intelligence predicts academic performance: A meta-analysis, s.l.: Psychological Bulletin, 146(2), p.150.

Miao, C., Humphrey, R. H. & Qian, S., 2017. A meta-analysis of emotional intelligence effects on job satisfaction mediated by job resources, and a test of moderators, s.l.: Personality and Individual Differences, 116, pp.281-288.

Mustafa, M. Z. B., Nordin, M. B., Razzaq, . A. R. B. A. & Bin Ibrahim, B., 2020. Vocational College Teachers In Malaysia: Emotional Intelligence, s.l.: PalArch's Journal of Archaeology of Egypt/Egyptology, 17(9), pp.5099-5106.

Wen, J., Huang, S. S. & Hou, P., 2019. Emotional intelligence, emotional labor, perceived organizational support, and job satisfaction: A moderated mediation model, s.l.: International Journal of Hospitality Management, 81, pp.120-130.

HRM-Modern practices for organizational learning culture

 Modern practices for organizational learning culture

Organizational culture is an important fact and it needs higher level of consideration for a better application in the organizations. Organization culture can be recorded as ‘a system of the shared values, several assumptions, believes and the behaviors of the organization and the employees’

There are several factors which are included in the organization culture. It is the duty of the employees to follow the organization culture well to make the necessary success (Cameron, 2008).

                                                                          Fiegure 1:Culture in Organization (Source: Tutorialspoint, 2020) 

 learning culture is a part of the organizational culture and this can be explained as “a set of organizational rules and procedures about the learning of the organizational factors”

There are several methods in the creation of the organizational learning culture and it is very important to have the clear steps in the creation of the successful organization learning culture. These methods in the creation of the organizational learning culture are provided below (Naqshbandi & Tabche, 2008).

ü  Making the learning as a core value in the organization 

ü  Developing the personal plans in learning

ü  Career coaching providing for employees

ü  Leading the employees for learning by examples

ü  Providing the rewards for better learning practices 

                                         Figure 2: Creation of a learning culture (Source: Judesh, 2020)

ü  Creation of the correct environment for learning

ü  Encouraging the employees to have knowledge sharing applications

Along with these applications, there are modern ways in the creation of the organizational learning culture in the organizations and application of these are very critical (Xie, 2019). Among these modern strategic applications in the creation of the organizational learning culture, several practices as mentioned below are important to consider and these are highly used in the organizations to promote the organizational learning and to have successful outcomes (Lin, et al., 2019).

1.      Examine and understand the current level of organizational learning practices

2.      Planning the needed factors to be learnt by the employees what organization need employees to learn

3.      Subject matter experts are needed to be empowered

4.      Keep employees in decision making to understand what they really need to learn

5.      Making the factors to have better coordination

6.      Making the learning as a top priority

7.      Motivating with rewards

Accordingly, it can be recorded that the organizational learning culture is highly applied in the modern organizations and it is one of the responsibilities of the employees to manage effectively to meet the necessary needs of the employment (Arefin, et al., 2020).

Conclusion

Organizational learning is making the things easy and effective for the employees in the organizations and it is very critical to understand the necessary needs to make the corrective applications. There are many different methods in the modern practices in organizational learning and it is the responsibility of the top management to provide the better identifications and the space for successful organizational learning practices to gain maximum outcome from the employees.

References

          Arefin, M. S., Hoque, M. R. & Rasul, T., 2020. Organizational learning culture and business intelligence systems of health-care organizations in an emerging economy, s.l.: Journal of Knowledge Management.

      Cameron, K., 2008. A process for changing organization culture, s.l.: Handbook of organization development, 14(5), pp.2-18.

      Judesh , M., 2020. How can one build a learning organization?, s.l.: Research gate.

      Lin, C. Y., Huang, C. K. & Zhang, H., 2019. Enhancing employee job satisfaction via E-learning: the mediating role of an organizational learning culture, s.l.: International Journal of Human–Computer Interaction, 35(7), pp.584-595.

      Naqshbandi, M. M. & Tabche, I., 2008. The interplay of leadership, absorptive capacity, and organizational learning culture in open innovation: Testing a moderated mediation model, s.l.: Technological Forecasting and Social Change, 133, pp.156-167.

      TutorialsPoint, 2020. Organizational Culture and HR Practices, s.l.: https://www.tutorialspoint.com/human_resource_management/human_resource_management_organizational_culture.htm.

      Xie, L., 2019. Leadership and organizational learning culture: a systematic literature review, s.l.: European journal of training and development. 

HRM-Job satisfaction measurements for virtual workers in an organizations

 

Figure 1: Virtual Working (Source: Domo, 2021)

Virtual workers are the workers who are working from the home or another place rather than the working place. It is very important to have the virtual workers in the current pandemic situation which is prevailing in the current situation in the world (Gazit, et al., 2021). The satisfaction measures are very important in the identification of the level of outcome in the employees. The virtual employees are similar to the regular workers who are working in the companies (Wanasinghe, et al., 2018).

The virtual employees are similar to the regular workers who are working in the companies (Wanasinghe, et al., 2018). Job satisfaction is very important fact and it can be recorded as important for the better applications. Job satisfaction is the employee level of happiness over the work and it is very important to have better applications to make the staying of the employees (Scanlan & Still, 2019).

                                                      Figure 2: Job satisfaction criteria (Source: Alamy, 2021)

 There are different reasons for the positive job satisfaction and in the same time there are reasons for the destruction of the job satisfaction as well.                                                                                                   

There are different methods of the measuring of the job satisfaction and it needs higher consideration to make these methods use in the perfect measurement criteria. Along with this fact, following are some of the methods in the job satisfaction measuring (Golden & Veiga, 2008). 

                                                                                         Figure 3: Causes of job dissatisfaction (Source: AIHR, 2020)                            

Ø  Employee satisfaction survey

Ø  Employee satisfaction index

Ø  Employee net promoter score

Ø  Have meetings

Ø  Employee suggestion box and managing follow ups

These methods are matching with the employees depending on the employee types. Thus, virtual employees’ satisfaction can be measured with different measures. As the employees are not physically presented in the organization, it is very difficult in the identification of the satisfactory measures in the virtual employees. Still, it can be done with several methods such as mentioned below (Mohite & Kulkarni, 2019).

Ø  Conducting the meetings (online) and have the open discussion to understand the satisfaction of the employees

Ø  Usage of the employee satisfaction index and employee net promoter score

Ø  Usage of the random questionnaires to check the satisfaction

Ø  Informal discussions with the employees

These are helping in increasing the satisfaction level and to understand the measurements which are needed in the organizations to arrange in managing better applications. It is very important to understand that employee satisfaction is important to get more satisfied answers in the strategic measures in the future of the organizations (Mohite & Kulkarni, 2019; Buzinski, 2009).

Conclusion

Virtual employees important in the organizations and the satisfaction level of these employees also needed and important in every condition to make the needed identifications in strategic applications. Along with these factors, it is very important to have the clear idea on the job satisfaction measurements to get what it needs to have better identifications. Along with these applications, the measurements of the job satisfaction are mentioned here and applying these in the better planning is very critical to get the needed outcome of the employees for the better success.

References

     AIHR, 2020. 8 Causes of Job Dissatisfaction & How to Combat It, s.l.: https://www.aihr.com/blog/job-dissatisfaction/.

      Alamy, 2021. Job Satisfaction , s.l.: https://www.alamy.com/job-satisfaction-image337105341.html?pv=1&stamp=2&imageid=4DEE8CE1-5C64-4195-AC59-8D2B71362EC4&p=837470&n=0&orientation=0&pn=1&searchtype=0&IsFromSearch=1&srch=foo%3dbar%26st%3d0%26pn%3d1%26ps%3d100%26sortby%3d2%26resultview%3dsortby.

      Buzinski, P., 2009. Exploring job satisfaction of long-term virtual employees, s.l.: (Doctoral dissertation, University of Phoenix).

      Gazit, L., Zaidman, N. & Van Dijk, D., 2021. Career self-management perceptions reflected in the psychological contract of virtual employees: a qualitative and quantitative analysis, s.l.: Career Development International.

      Golden, T. D. & Veiga, J. F., 2008. The impact of superior–subordinate relationships on the commitment, job satisfaction, and performance of virtual workers, s.l.: The Leadership Quarterly, 19(1), pp.77-88.

      Mohite, M. D. & Kulkarni, R. V., 2019. Job Satisfaction factors of Employee in Virtual Workplace, s.l.: International Journal of Trend in Scientific Research and Development, pp.38-42.

      Mohite, M. D. & Kulkarni, R. V., 2019. Job Satisfaction factors of Employee in Virtual Workplace, s.l.: International Journal of Trend in Scientific Research and Development, pp.38-42.

      Scanlan, J. n. & Still, M., 2019. Relationships between burnout, turnover intention, job satisfaction, job demands and job resources for mental health personnel in an Australian mental health service, s.l.: BMC health services research, 19(1), pp.1-11.

     Wanasinghe, W. M. V., Phuoc, J. C. & Khatibi, A., 2018. Application of Sri Lankan Labor Laws on Sri Lankan Virtual Employees, s.l.: s.n.

 

HRM- Usage Of social media For Employer Branding

 Usage Of social media For Employer Branding

Branding is very critical in the organizations as it is causing the development actions in managing better positioning in the consumer minds (Dabirian, et al., 2019). Branding is “maintaining the reputation of the employer or the organization among each of the stakeholders in the company”. It is very important to have strong employer branding as it helps in;

• Hiring new and qualified employees
• Managing marketing costs
• Creating strong company culture
• Reducing hiring costs
• Improving productivity 

It is consisting with different stages as shown below.

Figure 1: Employee Branding Icon Concept (Source: DreamsTime, 2021)

There are many methods that can be used in increasing the employer branding. It is the responsibility of the company to understand the best approach and method to have the better employer branding applications (Verčič & Ćorić, 2018). 

Figure 2: Employer Branding methods (Source: Author created)

Among these methods, social media is playing an important role in managing the employer branding. There is a higher penetration of social media and internet in the current world and many are using these applications for day-to-day communication and entertainment (Kucherov & Zhiltsova, 2021). 

Social media strength the employer brand!!!

There are four rules which the employer needs to manage in the usage of the social media in employer branding and these rules are as follows.

With these identifications, it can be recorded that the better investigation and application of the social media in employer branding can be used successfully. 

Figure 3: Four rules of employer banding (Source: Author created) 

There are advantages in usage of the social media in the employer branding. Following are some of these which can be point out at a glance (Saini, 2020; Grzesiuk & Wawer, 2018).

Allow the company to cover huge number of people where the candidates can be attracted from every corner of the selected geographic area

 More engaging and authenticated media and platform for the job platforms and to attract best candidates

 It helps in meeting the desired and potential audience without obstacles

 Offering an inside look to the organizational cultural aspects

Creation of the conversation with the employer, potential candidates, customers and the stakeholders rather than one way communication

 Encouraging the interactions and the participations

Accordingly, it can be recorded that the social media usage in the employer branding is one of the most important and critical application for the organizations to deliver the best practices and the development opportunities with the better branding applications (Pandita, 2021).

Conclusion

Social media is a highly developing and increasing application in the marketing applications in the organizations. It is covering larger area and thus organizations are highly using social media in the marketing actions. Employer branding also can be done through social media and it is providing better chance to gather new candidates and to increase the reputation of the organization over the stakeholders. Thus, it can be recorded that the social media is very important in operations and managing the better applications in the branding options for the employers. 

References

     Dabirian, A., Paschen, J. & Kietzmann, J., 2019. Employer branding: Understanding employer attractiveness of IT companies, s.l.: IT Professional, 21(1), pp.82-89.

      DreamsTime, 2021. Employer branding icon Concept on white background, s.l.: https://www.dreamstime.com/employer-branding-icon-concept-white-background-pay-raise-reputation-value-proposition-retention-recruitment-vector-image186700355.

     Grzesiuk, K. & Wawer, M., 2018. Employer branding through social media: The case of largest Polish Companies, s.l.: In Proceedings of the 10th International Scientific Conference Business and Management, Vilnius, Lithuania (pp. 3-4).

      Kucherov, D. & Zhiltsova, E., 2021. Social media in employer branding in FMCG in Russia: millennials’ perspective, s.l.: Journal of East-West Business, 27(2), pp.160-183.

      Pandita, D., 2021. Twitting for Talent by Linking Social Media to Employer Branding in Talent Management, s.l.: International Journal of Human Capital and Information Technology Professionals (IJHCITP), 12(2), pp.1-12.

      Saini, G. K., 2020. Shoppers stop: Leveraging social media for employer branding, s.l.: Emerging Economies Cases Journal, 2(1), pp.54-61.

      Verčič, A. T. & Ćorić, D. S., 2018. The relationship between reputation, employer branding and corporate social responsibility, s.l.: Public Relations Review, 44(4), pp.444-452.

HRM- Effectiveness in ERP software for performance appraisal in an organization

Performance appraisal is very important category in the organizations to have the better application and management of the employees. Employees are the back bone in any industry and a company as it is contributing to the organizational development in a higher level (Farr, et al., 2013).

“Performance appraisal is the evaluation of the employee performance in a systematic manner to understand the level of the ability and skills of a person and the needs in development”

There are several stages and steps of the performance appraisal in organizations and following figure gives these steps in brief. It is very important to identify and implement these steps to manage better performance appraisal system for the employees (Adejoka & Bayat, 2014).

  Figure 1: Performance Appraisal steps (Source: Svnergita, 2013)             

There are situations that ERP software are using in the performance appraisal applications. ERP is stand for Enterprise Resource Planning and this software are important in managing 

the operations in the core departments such as financing, operational, HR and marketing (Huang & Wang, 2009). It is a highly effective software to manage practices which enable s the organizations to take effective decisions (Yang, 2009).

Figure 2: ERP (Source: Deskera, 2021)

Effectiveness of the ERP software in performance appraisal is important and can be mentioned as follows. There is a higher impact of the usage of ERP software in the development of the better performances. It gives the proper avenue for the better decision-making applications (Aljarrah, 2021).

•  It gives the correct and timely data needed in decision making in the organizations 

• Provides the true picture of the performances level in organizations

• There is a total visibility and flexibility in the ERP software which allows better outcome in performance management

• There is a higher data security and quality which gives effective results in the appraisal outcomes

• It can help in increasing he collaboration and the workflow applications as per the appraisal outcomes

• ERP software usage can generate better supply chain management as a result in the appraisal outcomes

Accordingly, it can be recorded that the performance appraisal is important and can be recorded as successful in the applications of the better and successful developments with the ERP software. Companies needed to have the room for the better applications in these to have the clear outcomes in the performance appraisal and thus it can be recorded that the ERP system application is highly effective (Sepúlveda & Derpich, 2014; Aljarrah, 2021).

Conclusions

ERP systems are highly available in the organizations in managing the better applications and it is very important to have these to make the better decision making and the development in the operations. The description here has identified the meaning of the performance appraisal and the important in the usage of the ERP in these applications. It has been found that the better applications in the ERP in appraisal measuring is providing the better decisions in the organizations regarding the future actions. Thus, it is important and useful action and effectiveness is very higher in managing the performance appraisal applications.

References

      Adejoka, A. B. & Bayat, M. S., 2014. Evaluation of performance management and development systems with balanced scorecard as a performance appraisal tool at Mthatha general hospital–Eastern Cape Province, s.l.: Journal of Research and Development, 1(7), pp.7-24.

      Aljarrah, M., 2021. The Impact of Enterprise Resource Planning System of Human Resources on the Employees’ Performance Appraisal in Jordan, s.l.: WSEAS Transactions on Environment and Development, 17, pp.351-359.

      Deskera, 2021. What is ERP System and Why is ti Used?, s.l.: https://www.deskera.com/blog/frequently-asked-questions-about-erp/.

     Farr, J. L., Fairchild, J. & Cassidy, S. e., 2013. Technology and performance appraisal, s.l.: In The psychology of workplace technology (pp. 101-122). Routledge.

      Huang, S. & Wang, X., 2009. Influence of Organizational System to End-Users' Acceptance of ERP System in Chinese Enterprises, s.l.: In 2009 Ninth International Conference on Hybrid Intelligent Systems (Vol. 3, pp. 160-164). IEEE.

      Sepúlveda, J. M. & Derpich, I. S., 2014. Automated reasoning for supplier performance appraisal in supply chains, s.l.: Procedia Computer Science, 31, pp.966-975.

      Synergita, 2013. Different types of performacne appraisal systems , s.l.: https://www.synergita.com/blog/different-types-of-performance-appraisal-system/.

      Yang, F., 2009. Analysis and Design of ETL in Hospital Performance Appraisal System, s.l.: Comput. Inf. Sci., 2(4), pp.116-121.