The Importance of HRM


This is important because some of the personnel mistakes you don’t want to make while managing. They include:

  • Hire the wrong person for the job;
  • Experience high turnover;
  • Find your people not doing their best;
  • Waste time with useless interviews;
  • Have your company taken to court because of discriminatory actions;
  • Have your company cited under occupational safety laws for unsafe practices;
  • Have some employees think their salaries are unfair and inequitable relative to others in the organization;
  • Allow a lack of training to undermine your department’s effectiveness;
  • Commit any unfair labor practices.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.


This is important because some of the personnel mistakes you don’t want to make while managing. They include:

  • Hire the wrong person for the job;
  • Experience high turnover;
  • Find your people not doing their best;
  • Waste time with useless interviews;
  • Have your company taken to court because of discriminatory actions;
  • Have your company cited under occupational safety laws for unsafe practices;
  • Have some employees think their salaries are unfair and inequitable relative to others in the organization;
  • Allow a lack of training to undermine your department’s effectiveness;
  • Commit any unfair labor practices.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Motivation Factors


Motivation factors, such as achievement and recognition, were often cited by people as primary causes of satisfaction and motivation. When present in a job, these factors apparently could cause satisfaction and motivation; when they were absent, the result was feelings of no satisfaction as opposed to dissatisfaction.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

 

The Critical Incident Appraisal


Critical Incident Appraisal focuses the rater’s attention on those critical or key behaviors that make the difference between doing a job effectively and doing it ineffectively. The appraiser writes down anecdotes describing what the employee did that was especially effective or ineffective. With this approach to appraisal, specific behaviors are cited, not vaguely defined individual traits. A behavior-based appraisal should be more valid than trait-based appraisals because it is clearly more job related. It is one thing to say that an employee is “aggressive,” “imaginative,” or relaxed,” but that does not tell us anything about how well the job is being done. Critical incidents, with their focus on behaviors, judge performance rather than personalities.

The strength of the critical incident method is that it looks at behaviors. Additionally, a list of critical incidents on a given employee provides a rich set of examples from which employees can be shown which of their behaviors are desirable and which ones call for improvement. In drawbacks are basically that: 1) appraisers are required to regularly write these incidents down, and doing this on a daily or weekly basis for all employees is time-consuming and burdensome for supervisors; and 2) critical incidents suffer from the same comparison problem found in essays—mainly, they do not lend themselves easily to quantification. Therefore the comparison and ranking of employees may be difficult.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Customer Value Checklist


  1. Does your company do a good job of listening to its customers? Give a specific example of how listening resulted in improved service quality to your customers?
  2. Reliability is the ability of the company to perform the promised services dependably and accurately. On a 10-point scale, where 1 is unreliable and 10 perfectly reliable, where would you place your company and why?
  3. How well does your company perform the “service basics”—that is, knowing and responding to the fundamental service expectations in your industry?
  4. How effectively does your company manage the service design elements or systems, people, and the physical environment? Provide an example of how a lack of planning in one of these areas resulted in a “fail point” during a customer encounter.
  5. Service recovery refers to how effectively companies respond to service failures. Cite an example of when a service failure occurred in your company and how it was handled.
  6. Teamwork is an important dynamic in sustaining service workers’ motivation to serve and in minimizing service-performance shortfalls. Rate your company on its ability to foster teamwork on a scale of 1 to 10, where 1 indicates the absence of teamwork and 10 indicates maximum teamwork. How would you improve teamwork if you rated your company low on this attribute?
  7. Internal service is crucial to service improvement, as customer satisfaction often mirrors employee satisfaction. To what extent does your company assess internal service quality (i.e., asking employees about the adequacy of systems to support the service, how the systems interact and serve one another, and where service failures are occurring)? Give examples of how internal service might be measured in your company.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Lectures, Line of Sight

Plagiarism and Copyright Violation


Plagiarism and copyright violation are complicated issues, especially in modern technical writing.

Plagiarism is the practice of using someone else’s words or ideas without crediting the source. Many organizations treat authorship of internal documents, such as memos and most reports, casually; that is, if the organization asks you to update an internal procedures manual, it expects you to use any material from the existing manual, even if you cannot determine the original author.

Organizations tend to treat the authorship of published documents, such as external manuals or journal articles, more seriously. Although the authors of some kinds of published technical documents are not listed, many documents such as user’s guides do acknowledge their authors. However, what constitutes authorship can be a complicated question, because most large technical documents are produced collaboratively, with several persons contributing text, another doing the graphics, still another reviewing for technical accuracy, and finally someone reviewing for legal concerns. Problems are compounded when a document goes into revision, and parts of original text or graphics are combined with new material.

The best way to determine authorship is to discuss it openly with everyone who contributed to the document. Some persons might deserve to be listed as authors; others, only credited in an acknowledgment section. To prevent changes of plagiarism, the wisest course is to be very conservative: if there is any question about whether to cite a source, cite it.

A related problem involves copyright violation. Copyright law provides legal protection to the author of any document, whether it be published or unpublished, and whether the author be an individual or a corporation. Unfortunately, some companies will take whole sections of another company’s product information or manual, make cosmetic changes, and publish it themselves. This, of course is stealing.

But the difference between stealing and learning from your competitors can be subtle. Words are protected by copyright, but ideas aren’t. Rare is the manufacturer who doesn’t study the competitor’s users’ guides to see how a feature or task is described. Inevitably, a good idea spreads from one document to another, and then to another. If one manual contains a particularly useful kind of troubleshooting guide, pretty soon a lot of others will contain similar ones. Even though this process of imitation tends to produce a dull uniformity, it can improve the overall quality of the document. Under no circumstances, however, should you violate copyright by using another organization’s words.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight