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PSY FPX 6720 Assessment 6 Human Resources Strategic Plan for Leadership Development

Name

Capella University

PSY FPX 6720 Psychology of Leadership

Prof. Name

Date

Background: Development Opportunity

An online meal delivery organization has achieved significant growth in its third year of operation, resulting in the need to hire additional service representatives. These representatives are tasked with various responsibilities including handling customer accounts, processing orders and returns, addressing customer feedback and complaints, managing billing and refunds, overseeing product availability and substitutions, and responding to general inquiries. Each service area is managed by a team leader responsible for overseeing the specific category of customer response.

To ensure that customer service efforts align with the organization’s values and objectives, the human resources department has collaborated with stakeholders to establish a performance management program. This program aims to provide tangible metrics for evaluating employee performance. Team leaders are tasked with implementing a continuous program of performance measurement, appraisal, and management for their respective teams. The organization emphasizes the importance of recognizing the contributions of its employees, stating that their skills, abilities, and experience are crucial for its success and competitive advantage (Armstrong, 2006).

Strategic Leadership Development: Mitigating Liability

The foundation of the performance rating system is derived from the organization’s employee handbook, which outlines guidelines for performance management. These guidelines establish a framework for evaluating team and organizational cultures, aligning with strategic initiatives, and ensuring fairness and objectivity in leadership perspectives on employee conduct and performance. Key elements of the program include:

  • Leaders must manage employee performance with fairness, consistency, and justification during coaching and appraisal.
  • Collaboration with vertical leadership is necessary to establish performance benchmarks and indicators for coaching or corrective action.
  • Leaders are expected to exercise sound business judgment in line with organizational guidelines and compliance policies.
  • Prior consultation with human resources is required before conducting performance appraisals or corrective actions to mitigate the risk of bias (Seibert, 2017).

Documentation procedures are crucial for reducing the risk of litigation due to bias, ensuring accountability among stakeholders, and safeguarding against wrongful actions or terminations. Leaders are also required to undergo annual training and certification to comply with relevant labor legislation, further supported by cultural training to prevent issues such as sexual harassment (McKenna, 2011).

Strategic Leadership Development: Action Plan

Leaders will monitor employee performance through various methods including reported metrics, scheduled discussions, feedback from customers and partners, and review of verbal and documented communications. Performance indicators are collected regularly for analysis, allowing for troubleshooting, corrective actions, and identification of best practices. Recognition for good performance is emphasized to motivate employees (Hollenbeck et al., 2002).

PSY FPX 6720 Assessment 6 Human Resources Strategic Plan for Leadership Development

At the beginning of each measurement year, customer service representatives establish organizational goals and performance targets. A template is maintained for each staff member, accessible to leaders, employees, and human resources, facilitating transparency and progress benchmarking (Hollenbeck et al., 2002).

Analysis of Implementation: Benefits, Challenges, and Limitations

Effective implementation of the performance management program involves aligning organizational requirements with operational resources. Leadership plays a crucial role in fostering a collaborative environment that supports performance metrics achievement. Expectancy Theory (Vroom, 1964) can inform leader training to motivate collective engagement in the performance management process. However, challenges such as increased responsibilities for leaders and the need for additional energy in performance monitoring may arise (Coghlan & Coughlan, 2014).

Plan for Post-Intervention Measurement

Post-intervention measurement should include diverse exercises and data analysis to provide comprehensive feedback. A 360-degree rating system offers inclusive feedback from various sources, enabling the organization to assess the effectiveness of the performance management program from multiple perspectives (Schrauger, 1975).

Conclusion

Effective performance management requires a blend of intrinsic and extrinsic rewards to improve employee performance. Leadership engagement is essential in implementing human capital-centric programs and fostering a culture of continuous improvement. By prioritizing employee development and engagement, organizations can adapt to changes and achieve improved performance outcomes (Beer, Eisenstat, & Spector, 1990).

References

Armstrong, M. (2006). A Handbook of Human Resource Management Practice (10th ed.). Kogan Page Ltd.

Coghlan, D., & Coughlan, P. (2014). Effecting Change and learning in networks through network action learning. The Journal of Applied Behavioral Science, 50(3), 375-400.

Hollenbeck, J. R., et al. (2002). Structural contingency theory and individual differences: Examination of external and internal person-team fit. Journal of Applied Psychology, 87(3), 599-606.

McKenna, P. (2011). Addressing Performance Issues. Of Counsel, 35(11), 5-13.

Seibert, K. (2017, May 17). Performance Manager Leader Toolkit. Retrieved from HubConnect: https://hubconnect.uhg.com/docs/DOC-88456

PSY FPX 6720 Assessment 6 Human Resources Strategic Plan for Leadership Development

Schrauger, S. (1975). Self-enhancement theory.

Vroom, V. H. (1964). Work and motivation. John Wiley & Sons.

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