Formal Reference Tools On Young People - 1002 Words

Formal reference tools on/about young people Levesque, R. (Ed.) (2011). Encyclopedia of adolescence. New York, NY: Springer-Verlag. Edited by a well-educated, researcher of youth culture, this encyclopedia looks at several categories of adolescent research. Topics include identity and development, relationships, social contexts, and mental health. These are all important topics for YA librarians to research, as it provides insight into the average YA librarian’s user demographic, and would allow for more thoughtful programming, collection development, and overall YA services. While this source does tackle all aspects of adolescence, not just male culture, it is less relevant and modern, and less easily navigated/synthesized, making it the less applicable source for YA librarians. Steinberg, S., Kehler, M., Cornish, L. (2010). Boy culture: an encyclopedia. Santa Barbara, CA: ABC-CLIO, LLC. This encyclopedia is an in-depth up-to-date reference on boy culture, edited by several experts on youth culture. Topics range from societal views to ethnicity to looks to cultural tropes to school, and much more. This gives relevant insight into adolescent male culture. This would be helpful for YA librarians, as it would help them with programming, collection development, and give them a general understanding of a large demographic. While this encyclopedia leaves out a large demographic that the other source does not, it is far more modern and applicable to general culture,Show MoreRelatedThe Role Of Psychological Assessment On Counseling And Clinical Practice1675 Words   |  7 PagesQUESTION NUMBER TWO Area of knowledge: Health Psychology QUESTION NUMBER TWO Assessment Discuss the role of psychological assessment in counseling or clinical practice. What are the strengths and weaknesses inherent in formal psychological testing? 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During the design phase of case study research, the researcher determines what approaches to use in selecting single or multiple real-life cases to examine in depth and which tool to use. The researcher carefully selects the data collection tool that will give the best results of the study. In this study, the data collection tool the researcher will use is: public documents, such as, newspaper clippings, magazine, journals, internet, formal studies or evaluation ofRead MorePlar (Prior Learning Assessment)1424 Words   |  6 Pagesthat face students who do not fulfill regular academic admission requirements. PLAR Prior Learning Assessment and Recognition is a process that involves the identification, documentation, assessment, and recognition of learning acquired through formal or informal study. This may include work, life experience, training, independent study, volunteering, travel, hobbies, and family experiences. The recognition of prior learning can be used toward the requirements of an academic or training programRead MoreProposal For Implementing A Formal Mentoring Program Essay1742 Words   |  7 PagesMEMORANDUM TO: Donald Lower, Partner; Barry Anderson, Partner; John Huber, Partner; Todd Whitlow, Partner FROM: Brooke Vondal, Administrative Officer DATE: September 18, 2016 SUBJECT: Proposal to Implement a Formal Mentoring Program Attached is the proposal to implement a mentoring program at Anderson, Lower, Whitlow P.C. In early summer, ALW hired fifteen recently graduated individuals and 12 have already taken positions at other firms. There needs to be a system in place to develop andRead MoreWhy Education Is Important For A Formal Setting960 Words   |  4 PagesEducation in my opinion is the constant acquisition of knowledge either in a formal setting or an informal setting. A formal setting where education can be gained will include schools, colleges and universities. At such places there are laid down principles and rules that must be followed and overall, teaching is done in a much organized manner. The informal setting include our homes, workplaces, and in our communities. Teaching is done in an informal manner in this kind of setting but at the endRead MoreThe Evolution of Technology in Policing647 Words   |  3 Pages1. Although law enforcement tactics have been used to help communities address the ir public safety concerns and help legitimize the law, policing as a formal social institution is young. The history of the formal police system stems back to the 19th century and Sir Robert Peels first force of bobbies in London. Since Peels reforms, modern policing has evolved to include many different models that include community policing. The Peel reforms ensured that English, and then American, police forcesRead MoreUsing Money to Motivate Higher Test Scores1210 Words   |  5 Pagesyears ago that there are multiple kinds of intelligence. His theory followed that if the institution of education acknowledges and agrees that there are several kinds of intelligence, it is the duty of formal education to engage and develop each of the nine kinds. Any person who has attended formal education knows from personal experience that there are different kinds of smart. There are athletes, dancers, and actors who have a mastery over their bodies achieving great feats of strength, movement Read MoreIndi An Emerging Economy Country1723 Words   |  7 Pagesagricultural economy which has been undertaken for decades, and with an approximate population of 1.2 billion people, the second-most populated country in the world, is categorized as an emerging economy. The term emerging markets was first put down by economists at the International Finance Corporation in the year 1981, when the group was endorsing their first mutual funds in evolving nations. References to emerging markets have become popular in the media, annual reports, documentation, foreign policiesRead MorePiaget and Vygotsky1272 Words   |  6 Pagesunderstanding and reasoning processes from birth to maturity. The aim of primary school is to build the knowledge and the skills children need to have for further cognitive development. Therefore, the constant development of coginition is very important to young children, because it gives them the basic understanding towards themselves and the world. As a result , in order to assist and support children’s early cognitive development, teachers apply the ideas of educational theorists such as Jean Piaget and

Why The Colonial Era Of Nigeria Was A Long And Hard...

The colonial era of Nigeria was a long and hard experience for many Nigerians. The country was slowly colonized by Britain in 1885. Through newfound radical nationalist beliefs, Nigeria fought its way through the struggles of making itself into an independent nation. In 1960, the goal of independence was finally reached. Soon after Nigeria found itself in a social crisis of too many clashing cultures, while simultaneously attempting to assert itself as a power nation into the world. The anticolonialization of Nigeria would not have been possible without the Nigerian’s increasingly negative views of European power, which allowed the different cultures to unite in the goal of independence. The method by which Britain colonized Nigeria set the stage for many problems in the future as it was founded on the ability to exploit Nigeria’s markets. Nigeria was not colonized all at once. It was a slow process that began with some contact between Europeans and Nigerians. â€Å"Their primary contact with Europeans was with traders, who wanted to monopolize their markets, and with missionaries, who wanted to convert them to Christianity†¦ British expansion in Nigeria was largely the result of the actions of these traders and missionaries. After 1885, however, the British government moved swiftly to annex all the territory that comprises modern-day Nigeria† (Hunt, 1). The process in which Britain was able to colonize Nigeria through mainly traders, caused many problems. It resulted in a divideShow MoreRelatedGender Roles Are Harmful And How Important It Is1739 Words   |  7 Pagesanother. Many African cultures uphold deeply patriarchal gender roles which dicta te how women and men interact with one another. Chimimanda Ngozi Adichie, a staunch feminist, gives readers a look into Nigerian gender roles in her short story Birdsong. 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Strategy and Implementation Performance Management at Heinz

Questions: 1. How was Heinzs approach to performance management invalid in relation to Morettis job? Explain your answer in relation to significance of strategic performance management, appraisal and employee feedback in organizational context. 2.How was Heinzs approach towards employee performance management unreliable? Discuss your answer that relates employee performance management and its impact on strategic human resource management and organizational performances. 3.Identify the ways in which Heinzs employee performance management could be improved. As part of your answer, make sure you explain carefully how the company should implement your recommendations because so much of success in this area depends on the how of any strategy is implemented. Answers: Introduction The below report is an analysis on the Frank Moretti Vs. HJ Heinz Company Australia Ltd case where the performance management system of the Heinz company led to wrongly dismissing an employee. The report is divided into three sections with each one identifying the various aspects that effect the development of an efficient performance management system. Section 2 lists out four popular performance management frameworks long with few details on employee appraisal and employee feedback. Section 4 has details of a new performance management system that need to be implemented at Heinz to ensure issues do not arise. (1). Strategic Performance Management Every organization has a business strategy that is designed to reach the organizational goals. Certain steps, rules, guidelines are all made up as a part of this strategy and the same is implemented into the organization (De Waal, 2013). Most of these strategies in one way or the other look in the direction of improving companys productivity. However, the productivity of the company is heavily dependent on how its employees understand and pursue this strategy (Serban, 2013). Hence it is crucial for a company to make sure that the employee works in the right direction, putting in considerable amount of effort to reach the organizational goals. Strategic Performance Management is the perfect term to achieve this (Bento, 2014). Strategic Performance Management is a technique used to guide employees in reaching their zenith in performance, keeping their individual goals aligned to the organizational goals (Rothaermel, 2015). In simpler terms, the technique makes sure that every employee in the organization understands the strategies being used to reach the organizational goals and guides them to achieve their part of the overall goal. Performance management involves a proactive partnership between the employee and the management (Van Dooren, 2015). It is like a scorecard or a feedback highlighting where the employee has done well or where a need for improvement is required. This helps in motivating the employee and establishes a collaborative environment in the organization. There are several Strategic Performance Management tools used by several employers to gauge the overall performance of an employee or a team. Below listed are a few of the commonly used tools Management by Objectives Popularly known as MBO model, the Management by Objectives model aims at improving the performance of an employee by listing objectives for the employee (Mio, 2015). These objectives are usually defined after a discussion between the management and the employee. The objectives should consider the individuals idea of improvement and a way to enhance the employees personal career path, while being aligned to the organizational goals (Larsson, 2016). MBO has become considerable famous and is followed in majority of the organizations around the world. This is because the model makes the employees the center of discussion, motivates them to achieve better through a clearly define set of objectives. The best way to follow MBO is by setting S.M.A.R.T objectives (Smart, Measurable, Achievable, Realistic and Time Bound Objectives (Robins, 2014)). Balanced Scorecard This is another popular model that can be used to improve performance management in an organization. A simple table is designed that lists a set of tasks that needs to be completed by the employee and a goal for each of the same is defined (Grigoroudis, 2012). The actuals is then recorded and the performance of the employee is calculated by the difference. In case the difference is negative, necessary corrective interventions take place and in case of a positive difference the employee can be provided necessary appreciation identifying their work (Kaplan, 2014). Performance Prism This very efficient model believes that the involvement of stakeholders is highly necessary to design a strategy as ultimately the organizations productivity is measured based on the value delivered to the stakeholders (Yuanzhi, 2013). The below picture explains the various faces of the prism. The prism top and bottom are the stakeholder satisfaction and the stakeholders contribution, while the adjacent faces define the strategies, capabilities and processes that are to be used by the organization Figure 1: Performance Prism The stakeholders here include shareholders, employees, customers, distributors, suppliers and so on. Each of the five faces of the prism is considered when developing a measurement design. Stakeholder Satisfaction: Identifying the key stakeholders and their needs i. Strategies: Developing strategies to meet these needs ii. Processes: Developing processes to execute strategies iii. Capabilities: Assessing capabilities available to implement processes successfully iv. Stakeholder Contribution: Input from the stakeholder For effective performance management of employees the stakeholder who be the employee and the strategies, processes and capabilities are determined based on the needs of the employee and inputs provided by the employee (Striteska, 2012). Performance Management through KPIs Key Performance Indicators can play a major in performance management. The entire concept here is that KPIs for each individual employee are identified in realistic numbers to reach the vision of the organization. The employee is then provided with steps to reach the KPI (Parmenter, 2015). There are several actions that needs to be performed by the employee to reach each of these KPIs and buy completing each KPI the employee is one step closer to achieving the organizations goals. Determining the KPIs is critical and hence they are derived from vision. Figure 2: Reaching organization vision through KPIs The vision of the organization is defined and several strategies are designed to reach the vision. The strategies are made of objectives which are derived from the critical success factors of the organization. The KPIs are designed to reach these critical success factors (Smart, 2013). The above mentioned are only a few models and framework of performance management. There are several other models like value based model, result oriented approach and so on that are followed by various companies for strategic performance management. These models are designed based on the field in which the company works and what fits best to the organizational culture of the company. Several organizations often make use of integrated models that are a mix of two or more performance models to come up with a unique performance system that is suitable to the companys structure. Employee Appraisal Once a performance management system is designed the next step is to use this system for performance appraisal. Appraisal by definition is the act of assessing something or someone. The term employee performance appraisal is the process of assessing the performance of the employee based of the performance management system adopted by the organization (Martin, 2014). Appraisal processes happen periodically within an organization based on a pre-defined time line. Many organizations adopt a 6-month appraisal process to make sure that the employees are in track round the year. Say a company adopts the Balanced Scorecard model of performance management and performance appraisal for employees happen every January and June. In January the employee and management define the areas of measurement and the target to be reached. Over the next 6 months the employees actuals are tracked in the balance scorecard. In June, the Balanced Scorecard is used to assess the difference between the target and actuals to understand the performance of the employee. In case the employees performance is low, corrective interventions are suggested and the same can also be included as a part of the Balance Scorecard that is define for June to December (Sumelius, 2014). The data for performance appraisal can be collected in several ways. In case of target based companies a direct objective production method can be used, where the targets achieved by the employees determine the actuals. Some companies prefer a much more complex system for collecting employee performance data. Apart from simple target based system, behavioral traits are also considered (alkov, 2013). Employees are also rated based on their leadership skills, ownership capability, responsibility, customer satisfaction and so on. In some companies self-assessment and peer assessment along with management assessment is made to rate an employee while in some the performance of employees who belong to the same level are compared and rated based on the best performing employee. Hence there can be several ways to collect data of the employee. Again the method adopted significantly depends on the work the employee is assigned (Farndale, 2013). Employee Feedback Employee feedback is crucial factor in determining how well a performance management system works as they the ultimate end users of this system. Several performance management systems such as the performance prism consider the feedback of an employee as a key in understanding what improvements need to be done to the performance development plan of the employee and also how the management has helped the employee with their previous plans (Gregory, 2012). Employee feedback enables a collaborative environment in the organization. It is only through effective communication an organizations management can identify where it is lacking and where improvements are required. Why is Heinz approach invalid The reason for Heinz management model to be invalid is because the employee involvement in the employees plan is almost zero. The organization has no collaboration. The communication in the organization is one way where the senior management has just informed the employee that his performance needs to be improved and hence he has to follow the performance plan. Not only that, the one way communication also unfortunately did not brief what aspects that would have to be worked on. The employee was asked to sign up for the plan without having no details about it. It is quite obvious that the employee refused to follow the plan as he had no idea what are the objectives of this plan. Also, the idea of rating the entire employee force same symbolizes the lack of individual appreciation. This approach lacks the one factor that plays the most efficient role in improving an employees performance that is motivation. The approach in reality demotivates employee, clouding the employees knowledge. A performance model that is unclear, demotivating and closed for communication is bound to fails (2). One of the key areas that is impacted by performance management is the strategic human resource management of the company. Human resource management is an extremely familiar term in any organizations as this is the function that recruits, trains, deploys and rewards employees. Strategic HRM (SHRM) is the process of involving and aligning HRM functions with the strategies being implemented to realize the organizational goals (van, 2014). The primary goal of SHRM is to increase the productivity of an employee and use them as efficient resources in fulfilling the companys goals. Performance Management and SHRM are closely related to each other. It is the responsibility of the HR team to ensure that an environment that increases the productivity of an employee is created within the organization. They need to provide a sense of direction and generate skilled and motivated employees. A productive employee leads to a productive organization Gaining an employees trust is crucial for the HR management. This has failed in case of Heinz. The lack of communication and employee feedback has not only affected the performance of employees but also led to legal cases that the HR and legal teams were answerable. The employee performance management at Heinz was unreliable as they have rated the entire workforce the same rating. This means that individual assessment has either not been performed or was wrongly performed. Also, the employees were not communicated with the objectives of the performance management plan. Since, the employees are the one that are subjected to the plan, expecting them to follow something that is unclear leads to problems. The objectives has to be first discussed with the employees and the consent of the employees has to be taken before implementing a performance management plan. For the plan to actually succeed it in necessary to help an employee understand why the plan has been designed. Since there was no communication of any kind between the management and the employee, the performance management plan has become unreliable (3). A new performance management system has to be implemented in Heinz to include employee feedback and their aspirations as a part of the performance assessment criteria. The below diagram is a simple flow of the various stages that needs to be involved as a part of performance management at Heinz. Figure 3: Performance Management Process to be adopted by Heinz Step1: Management and employee collaboration to identify goals: Heinz Management has to list down the goals of the organization, understand what it is that they want to work on and how the employee under review can help with reaching these goals. Once they are identified S.M.A.R.T objectives are to be defined for the employees (Rolstadas, 2012). The ultimate goal of these objectives is to contribute to the organizational goals. However, the objectives also have employees aspirations in regard and hence include training and development program that enhance an employees professional background. Step 2: Performance planning to reach targets: After defining the goals, a plan on how to achieve the same has to be developed. Employee and the management comes to terms with the targets to be set for the employees and the time frame to achieve the same. Behavioral aspects are also given importance and a certain weightage is dedicated to them. This helps the employee to stay motivated to develop not just technical skills but also inter-personal skills. A clear plan is laid out to guide the employee on the actions that need to be done during the entire period considered for evaluation Step 3: Ongoing feedback: It is only after a person starts working the negative impacts of the actions actually come into focus (Mone, 2014). From a managerial point of view for a sales man to sell ten bottles of Heinz product in a day may not seem like a challenge. However, say the salesman is deployed in an area that is below poverty line and the number of people who but Heinz ketchup by bottles are close to zero, selling even a single product would be challenging. Hence, ongoing feedback is a necessity to make sure that any midterm glitches faced by employees are fixed without waiting from them to come up only during a performance review. Feedback has to be continuous part of Heinz organizational culture to understand how the performance management system is helping the employees and what changes are required to be done to prevent the occurrence of a major setback. Step 4: Performance Evaluation: Once the set period is completed, the performance of the employee is to be reviewed. The performance data is to be collected through self-assessment done by the employee, assessment of the employee performance through two peers and assessment of the employee by the manager. Four different people are to rate the employees performance and each once opinion is given a certain amount of weightage. All the employees involved in the rating should provide a justification for their rating. The manager has the maximum weightage. However, assessing the employee would be easier when the manager has feedback from various sources Step 5: Performance Review: Once the evaluation is done by the manager, a review of the same is done along with the employee to make sure that the employee understands where they lag or outperform. Defining the areas of improvement will be the useful to set up goals for the next period (Pollitt, 2013). Step 6: Corrective Interventions: In case of setbacks it is necessary to develop a training plan or other corrective interventions that would help the employee improve performance is the area they lag. The above steps have to be performed twice a year and the plans have to continuously evolve. Conclusion A performance system plays a key role in increasing the productivity of any company. Employees are the major stakeholders in a company and hence developing a performance management systems that contributes to individual development of an employee aligning the needs of the employee to the organizational goals is crucial for the development of the company. References Bento, A., Bento, R. and White, L.F., 2014. Strategic performance management systems: Impact on business results. Journal of Computer Information Systems, 54(3), pp.25-33. De Waal, A., 2013. Strategic Performance Management: A managerial and behavioral approach. Palgrave Macmillan. Farndale, E. and Kelliher, C., 2013. Implementing performance appraisal: Exploring the employee experience. Human Resource Management, 52(6), pp.879-897. Gregory, J.B. and Levy, P.E., 2012. Employee feedback orientation: Implications for effective coaching relationships. Coaching: An International Journal of Theory, Research and Practice, 5(2), pp.86-99. Grigoroudis, E., Orfanoudaki, E. and Zopounidis, C., 2012. Strategic performance measurement in a healthcare organisation: A multiple criteria approach based on balanced scorecard. Omega, 40(1), pp.104-119. Kaplan, R.S. and Norton, D., 2014. P.(1993). Putting the Balanced Scorecard to Work. Harvard business review, 5(71), pp.134-142. Kaufman, B.E., 2015. Evolution of strategic HRM as seen through two founding books: A 30th anniversary perspective on development of the field. Human Resource Management, 54(3), pp.389-407. Larsson, M. and Hanberger, A., 2016. Evaluation in management by objectives: A critical analysis of Swedens national environmental quality objectives system. Evaluation, 22(2), pp.190-208. Martin, J. and Van Tien, N., 2014, July. A Framework for Employee Appraisal in Services. An Experiment in a Vietnamese Bank. In Toulon-Verona Conference" Excellence in Services". Mio, C., Venturelli, A. and Leopizzi, R., 2015. Management by objectives and corporate social responsibility disclosure: First results from Italy. Accounting, Auditing Accountability Journal, 28(3), pp.325-364. Mone, E.M. and London, M., 2014. Employee engagement through effective performance management: A practical guide for managers. Routledge. Parmenter, D., 2015. Key performance indicators: developing, implementing, and using winning KPIs. John Wiley Sons. Pollitt, C., 2013. The logics of performance management. Evaluation, 19(4), pp.346-363. Robins, E., 2014. An Instructional Approach to Writing SMART Goals. Rolstadas, A. ed., 2012. Performance management: A business process benchmarking approach. Springer Science Business Media. Rothaermel, F.T., 2015. Strategic management. McGraw-Hill. alkov, A., 2013. Theoretical approaches to employee appraisal methods. Scientific papers of the University of Pardubice. Series D, Faculty of Economics and Administration. 28 (3/2013). Serban, D.C., 2013, November. STRATEGIC PERFORMANCE MANAGEMENT ANALYSIS A TOOL FOR MANAGEMENT THEORY AND PRACTICE. In International Conference on Management and Industrial Engineering (No. 6, p. 332). Niculescu Publishing House. Smart, A. and Creelman, J., 2013. Managing Performance. In Risk-Based Performance Management (pp. 137-166). Palgrave Macmillan UK. Striteska, M. and Spickova, M., 2012. Review and comparison of performance measurement systems. Journal of Organizational Management Studies, 2012, p.1. Sumelius, J., Bjrkman, I., Ehrnrooth, M., Mkel, K. and Smale, A., 2014. What Determines Employee Perceptions of HRM Process Features? The Case of Performance Appraisal in MNC Subsidiaries. Human Resource Management, 53(4), pp.569-592. van de Voorde, K. and Boxall, P., 2014. Individual well-being and performance at work in the wider context of strategic HRM. Well-being and Performance at Work: The Role of Context, p.95. Van Dooren, W., Bouckaert, G. and Halligan, J., 2015. Performance management in the public sector. Routledge. Yuanzhi, L., 2013. Research on the Digital Library Service Performance Prism Evaluation Model. Information Studies: Theory Application, 12, p.021.

Tour de Georgia free essay sample

A personal relationship is * One where your personal life, extracurricular activities and social life are involved. * Spending time with a person who is part of my life. * There is an element of choice in a personal relationship. You usually cannot choose who you work with. A working relationship is different, you have * Boundaries Professional codes of conduct * Employer policies and procedures. * Payment * A different approach you would be friendly but you would not share information about your personal life as you would with your friends * You have little or no contact outside of work. Its strictly professional. 1. 2 Describe different working relationships in health and social care settings? There are many different working relationships in my work environment. Management and staff Comply with policies and procedures or agreed ways of working * Support worker amp; resident -Maintain a professional duty of care * Support worker amp; colleagues Cooperate with colleagues and trea t them with respect * Working relationships with outside agencies (Doctors, Dentists etc. We will write a custom essay sample on Tour de Georgia or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page ) -Be professional, Keep clear records to enable on-going medical support * Multi-disciplinary teams Keep up to date on a regular basis. * Parent, Relatives Be professional at all times, they are not friends. . 1 Describe why it is important to adhere to the agreed scope of the job role? * So that I work within the boundary of my job role * That I am not doing things that I am not qualified to do If I didn’t adhere to the agreed scope of my job role * Accidents could happen * Individuals may not be supported appropriately and wouldn’t get a high level of care * Information may not be passed on * Confidential information may be passed on 2. 2 Access full and up to date details of agreed working Know the location and look at the Care plan * Know the location and look at the policies and procedures 2. 3 Implement agreed ways of working * Follow the care plans * Follow the policies and procedures 3. 1 Explain why it is important to work in partnership with others? By working in partnership * People can exchange knowledge and information about an individual * Everyone is working the same way and doing the same things * The individual has their needs met to a high standard People are able to co-ordinate care efficiently * It ensures that everyones focus is on providing the best care and support to the individual * People can provide seamless care rather than each one doing their own thing and duplicating provision or actively interfering in what each other is doing * It’s about co-operating so that the individual gets the best care. 3. 2 Demonstrate ways of working than can help improve partnership working * Effective communication * Accurate reporting Information sharing. * Respecting the views of others 3. 3 Identify skills and approaches needed for resolving conflicts * Negotiation * Mediation * Discussions * Patience * Calm manner 3. 4 Demonstrate how and when to access support and advice about Partnership working and resolving conflicts For both these issues * I would immediately speak to my line manager * I would follow the p olicys amp; procedures for my issue * I would speak to the appropriate designated person regarding my issue