lease watch Employee Development and Career Management (Links to an external site.), which will provide an overview on employee development.

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· Chapter 3: Business Execution and Strategic HR 27

· Chapter 5: Doing the Right Things: Becoming a Goal-Driven Organization 101

Knowledge is the subjects, topics, and items of information of the employee that are applied directly to the performance of work functions. Essentially an employee’s understanding of certain information. Skills are typically defined as the technical or manual abilities which are usually learned or acquired through training by the employee. Last, the abilities are the demonstrable capacity of the employee to apply knowledge and skills simultaneously to complete a task or perform the employee’s job functions. (Hunt, 2014). Accordingly, organizations and their HR department must ensure that potential candidates and employees with the most knowledge, best skills and abilities are recruited, selected and retained as employees into the organization. Additionally, organizations should continue to empower and develop employees through their tenure with the organization. If the organization, employs the best suited employees based on KSA’s it will:

· remain competitive in the marketplace;

· reduce employee turnover rates; and

· align employee development with organizational objectives.

(Developing Employees, 2015). Aligning employee KSA’a and their training and development are connected to the overall success of the organization. Recruiting top candidates and hiring the right people with the best KSA’s to fit the organization is the first step; however, organizations need to continue the process with training of development of its employees as the needs of the business industry continue to change. For example, when new regulations are adopted by the government, organizations need to have employees who are ready to change and adjust to the new regulations or be able to properly train staff on regulations to ensure consistent compliance. Another example is how technology is ever changing and organizations need employees who will adapt to the new and often improved use of technology. Additionally, organizations should be prepared to ensure all staff are properly trained in the future.

More and more organizations have become goal driven with clearly defined organizational and employee goals. Goals for employees and the organization provides means to assess performance, as well as support future training and development. Therefore, HR’s role in performance development, to assess performance and track growth of employees, is critical to ensure organizational success “Employees assigned specific, difficult, yet achievable goals consistently outperform employees who are given no goals or nonspecific goals encouraging them to do their best.” (Hunt, 2014). Having employees perform to the best of their ability will in turn, provide a more productive organization with a competitive advantage. It will also provide a greater sense of employee satisfaction.

Please watch Employee Development and Career Management (Links to an external site.), which will provide an overview on employee development.

References

Developing employees. (2015, July 23). Retrieved from https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/developingemployees.aspx (Links to an external site.)Links to an external site. (Links to an external site.)

Gregg Learning. (2016). Employee Development and Career Management. Retrieved from Employee Development and Career Management (Links to an external site.).

Hunt, S.T. (2014). Common sense talent management. Hoboken, NJ: John Wiley and Sons, Inc.

Question 1

Strategic HRM and KSAs

Discuss the relationships among KSAs (knowledge, skills, and abilities), job analysis, organizational strategy, and HR activities. What are the KSAs needed by the firm to achieve the strategy and what KSAs are currently resident? How does the firm grow its KSAs you selected in Week One to meet the strategic challenge? Support your post with at least one current and relevant article from the ProQuest database. Present your findings in 200 words or more in your discussion post. Respond to at least two of your classmates’ posts.

Question 2

Goal-Driven Organizations

Using Figure 5.4 on page 139 of your textbook, describe how to use the model to set developmental goals for the employee population. Are balanced goals important? Explain. Support your post with at least one current and relevant article from the Ashford Library database. Present your findings in 200 words or more in your discussion post

1200 word paper

Targeted Work Class

Write a 1000-1200 word paper:

· Describe the results of your assessment of the work processes and key employees to be addressed in your final paper.

· Discuss how the organization will change while meeting its strategic challenges in the future.

· Include the kinds of workers will be needed; what knowledge, skills, and abilities will be appropriate; what is the compensation system and is it reflective of the market’s conditions?

—-final paper instructions (do not do now)

Final

You work for a HR consulting company and an organization (the same company you have been writing about during this course) has hired your firm to conduct an HRM analysis and make recommendations to better align HR practices to the key business initiatives of the company. In order to accomplish the goal:

· Analyze the organization and develop a set of HRM practices that help align HR practices to the firm’s strategy. (Keep in mind the firm’s overall strategy in regards to Porter and Snow and White’s theories) Develop a 3200-3500 word research paper (not including the title and reference pages). Your paper should also:

· Identify the firm’s history, strategy, market position, and specific area of alignment.

· Provide job pricing and compensation package for 3-4 key positions in the organization.

· Describe and analyze the current and targeted HR work processes as well as the respective knowledge, skills, and abilities (KSAs) required to achieve the organization’s objectives.

· Incorporate a discussion of relevant technology considerations to achieve work output in the context of the organization’s goals.

· Provide a discussion of the labor market and the appropriate labor law context. Identification of companies that are preparing to address any legal or regulatory changes..

· Prescribe a set of HRM recommendations, specifically tailored for the selected firm. Insert a table with deliverables, accountable people and a timeline for the recommendations.

· Describe other HRM issues as applicable.

101

 Doing the Right Things Becoming a Goal-Driven Organization

Focusing people on the right things is basically about good goal management, which is among the most powerful methods com- panies have to execute business strategies. Hundreds of studies have examined the impact of goal management on workforce productiv- ity (see the discussion: “Goal-Setting Theory and Research: A Three- Hundred-Word Summary of More Than One Thousand Empirical Research Articles”). The common finding from this research is this: Employees assigned specific, difficult, yet achievable goals consistently outperform employees who are given no goals or nonspecific goals encouraging them to “do their best.”

F I V E c h a p t e r

GOAL-SETT ING THEORY AND RESEARCH: A THREE-HUNDRED-WORD SUMMARY OF MORE THAN ONE THOUSAND EMPIR ICAL RESEARCH ARTICLES

There are relatively few widely accepted truths in the field of industrial-

organizational psychology. But one finding that is almost universally

agreed on is that employees who are assigned specific, difficult, yet

achievable goals consistently outperform employees who are given no

goals or nonspecific goals encouraging them to “do their best.” This

finding was not arrived at without considerable controversy and empiri-

cal investigation. More than one thousand empirical, peer-reviewed

Hunt, Steven T.. <i>Common Sense Talent Management : Fundamental Methods for Increasing Workforce Productivity</i>, Center for Creative Leadership, 2014. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/ashford-ebooks/detail.action?docID=827115. Created from ashford-ebooks on 2019-11-05 15:50:18.

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research articles have been published on the topic of goal management

and its impact on employee performance. People have examined almost

every aspect of goal setting, ranging from the optimal number of goals

employees should have to whether the value of goals varies depend-

ing on an employee’s personality traits. Hundreds of studies have been

conducted to test the boundaries of goal setting and find places where

goals may not work well. This research has identified goal-setting tech-

niques that enable or limit goal effectiveness and certain situations that

mediate the value of goals, but the fundamental premise of goal-setting

theory has remained intact: if you want to maximize employee perfor-

mance, invest time in setting clear employee goals.

Following are some of the more influential publications in the field

of goal-setting research—just the tip of the iceberg when it comes to

this research topic:

Kanfer, R., Chen, G., & Pritchard, R. D. (2008). Work motivation: Past,

present, and future. London: Routledge.

Kernan, M. C., & Lord, R. G. (1990). Effects of valence, expectancies, and

goal-performance discrepancies in single and multiple goal environ-

ments. Journal of Applied Psychology, 75, 194–203.

Klein, H. J. (1991). Further evidence on the relationship between goal

setting and expectancy theories. Organizational Behavior and Human

Decision Processes, 49, 230–257.

Latham, G. P. (2004). The motivational benefits of goal-setting. Academy

of Management Executive, 18, 126–129.

Locke, E. A., Chah, D. O., Harrison, S., & Lustgarten, N. (1989). Separating

the effects of goal specificity from goal level. Organizational Behavior

and Human Decision Processes, 43, 270–287.

Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task

performance. Englewood Cliffs, NJ: Prentice Hall.

Manderlink, G., & Harackiewicz, J. M. (1984). Proximal versus distal goal

setting and intrinsic motivation. Journal of Personality and Social

Psychology, 47, 918–928.

Seijts, G. H., & Latham, G. P. (2005). Learning versus performance goals: When

should each be used? Academy of Management Executive, 19, 124–131.

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Doing the Right Things 103

Shaw, K. N. (2004). Changing the goal-setting process at Microsoft.

Academy of Management Executive, 18, 139–142.

Tubbs, M. E., Boehne, D. M., & Dahl, J. G. (1993). Expectancy, valence,

and motivational force functions in goal-setting research: An empiri-

cal test. Journal of Applied Psychology, 78, 361–373.

The basic concept of goal setting is so straightforward it almost seems silly: employees are much more likely to do what you want them to do if they (1) know exactly what it is you want them to do, (2) believe they can do it, and (c) are moti- vated to do it. Yet virtually every employee can tell stories about jobs where they were not sure exactly what they were supposed to do or why it mattered.

The effective use of goals can increase performance levels by 25 percent or more.1 The financial value of goal management is staggering given the relatively low cost associated with implementing goal management methods. Because the value of goals is tied to fundamental psychological principles of employee behavior, the benefits of goal management do not depend on being in a cer- tain industry or market. Every company that employs people benefits from goal management. Effective use of goals provides a means for:

• Setting direction. Goals clearly define what employees are expected to accom- plish. When used correctly, they create clarity around the role and impor- tance of a person’s job. They let employees know what it is they are supposed to be doing and why that work is important to the company.

• Providing feedback. Goals allow employees to track their own progress. If employees have clear goals and access to metrics that measure these goals, they can accurately assess their performance without asking for feedback from their managers, peers, or customers. This allows employees to self- manage performance more effectively.

• Creating intrinsic motivation. Simply having a goal can motivate people to accomplish it. People often draw satisfaction merely from knowing they com- pleted a goal, that is, achieving the goal is its own reward. Goals that have this property are said to provide “intrinsic motivation.”2

• Creating extrinsic motivation. Goals provide a means to link work accom- plishments to other rewards, such as pay and promotions. Tying goal achieve- ment to external rewards is referred to as increasing the level of extrinsic

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Commonsense Talent Management104

motivation associated with a goal. Goals are particularly important for creat- ing pay-for-performance processes because they provide a clear set of agreed- on standards for determining compensation decisions.

• Building confidence. A manager who assigns an important goal to an employee is sending an implicit signal that the manager believes the employee is capa- ble of achieving the goal. This creates higher levels of self-confidence for that employee, which leads that person to stronger levels of performance.3

Companies with well-designed goal management processes execute busi- ness strategies quickly and efficiently by aligning employees around the things that matter. Goal management also helps companies adapt to changing market conditions by providing a means to refocus employees on new sets of priorities. Goal management can also increase employee engagement and retention by cre- ating a link between employees’ jobs and the broader mission and strategy of the organization.

The question is not whether goal management methods should be imple- mented at a company but how to best implement them. This chapter provides guidance on using goal management to drive business execution. It also high- lights common problems that can undermine goal management effectiveness. Goal management is more complex than simply telling people what to do. Effective use of goals increases employee productivity, engagement, and motiva- tion. Ineffective use of goals can have the opposite effect.

Section 5.1 starts the chapter by discussing what it means to be a goal-driven organization. Section 5.2 discusses how goal management fits into an integrated talent management process and explains the relationships between goals and other factors that drive employee performance such as skills and competen- cies. Section 5.3 reviews eight critical design questions that should be addressed when designing and implementing goal management processes in an organiza- tion. Section 5.4 describes five levels of goal management maturity and discusses methods for achieving each level.

5.1 WHAT IT MEANS TO BE A “GOAL-DRIVEN” ORGANIZATION Being a goal-driven organization means ensuring that all employees are focused on achieving clearly defined goals supporting the business needs of the company.

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Doing the Right Things 105

This is not simply a matter of communicating the company strategy to every employee. The personal interests of individual employees should be clearly linked to the success of the entire organization. Being goal driven requires engaging employees at all levels of the company in meaningful discussion to identify what they can achieve that will help execute the company’s business strategy, tying these to their personal job interests, and then holding them accountable for the commitments they make to support the business’s overall strategic mission.

The following characteristics are found in organizations that effectively lever- age goal setting to drive business execution:

• All employees have clearly defined goals tailored to their specific job and linked to the overall strategy of the company. When asked, employees can say exactly what their goals are, when they need to be achieved, how they will be mea- sured, and why they are important to the company’s strategy and mission.

• Managers are held accountable for setting effective goals with their direct reports and ensuring these goals are met. The performance of managers is evaluated based on the quality of the goals assigned to the people they manage and whether they achieve these goals. Managers whose employees have poorly defined goals or consistently fail to achieve the goals assigned to them are con- sidered to be poor managers and are treated accordingly.

• Clearly defined processes are used to align strategic goals with operational goals. Consistent methods are used to translate strategic goals related to company profit, growth, and other business outcomes into tactical goals that specific departments and employees must achieve to deliver on longer-term strategic commitments.

• Performance against goals is reviewed regularly to guide operational decisions. Goals are reviewed on an ongoing basis throughout the year to guide deci- sions about business strategies, resource allocation, and project coordination. Data on goal accomplishment are used to gain insight into the operational performance of the company. This does not mean micromanaging employees against their goals. It does mean checking in with employees to ensure they are on track to succeed and understand what is needed to get them back on track if they are starting to fall behind.

• Goal plans are adjusted throughout the year to reflect changes in business strate- gies or operational tactics. Goals are updated, redefined, and recommunicated

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Commonsense Talent Management106

in response to changes in business strategy that may occur throughout the year. If the company decides to modify its direction or approach, these modi- fications are captured in individual goal plans. Companies should also monitor how frequently goals are changed to avoid confusion and inefficiency caused by constantly changing direction or shifting priorities.

• Goal performance data are used to guide personnel decisions. Decisions regard- ing pay, promotion, and staffing are based in part on employees’ performance against past goals and discussing the relationships between people’s past goal accomplishments and the sorts of goals they will be assigned in the future.

A quick way to evaluate whether a company has a goal-driven culture is to ask employees to describe the link between the business strategies of the organi- zation and their day-to-day jobs (see the discussion: “Goal-Driven Cultures and Employee Engagement”). Employees in goal-driven organizations know what they are supposed to be working on and why it matters to the business. They know why their job is important. You can walk up to any employee and ask, “What are the major things you have to get done this year to be successful in your job, and how does this tie to the company’s overall strategy?” and that person can give you a quick, precise answer. Employees in goal-driven cultures see a direct relationship between how they are evaluated and the impact they have on the success of the company as a whole. They feel connected to the strategies set by top business lead- ers and know that their success and the company’s success are closely intertwined.

G O A L – D R I V E N C U L T U R E S A N D E M P L O Y E E E N G A G E M E N T

The following five statements can be used to measure whether a com-

pany has a goal-driven culture. Asking employees whether they agree

with these statements provides a quick sense of the degree to which an

organization has a strong goal orientation:

1. I know exactly what goals I am expected to accomplish in my job.

2. The work that I do is well aligned with my company’s strategy.

3. Decisions about my pay and career opportunities depend in part

on how well I perform against a formal goal plan that my man-

ager and I agree on.

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Doing the Right Things 107

4. The company takes steps to ensure my goals are accurate and

appropriate.

5. My manager and I review and update my goals throughout the

year to ensure they are aligned with changes in company needs

and strategy.

These five statements are similar to survey questions frequently used

to assess employee engagement. This is because one of the primary

ways to increase employee engagement is to ensure employees have a

clear sense of purpose in their jobs and know why their work matters.a

Goals play a critical role in clarifying why employees’ jobs are meaning-

ful and important.

Effective use of goals increases the performance levels of employ-

ees and also plays a key role in increasing employee satisfaction and

retention. After implementing more effective goal management, one

company saw its employee engagement survey scores increase by 16

percent in a single year. The impact that goals had on this increase was

reflected in survey comments such as “I finally understand how I fit in

with the larger organization.”

aBuckingham, M., & Coffman, C. (1999). First break all the rules: What the world’s greatest managers do differently. New York: Simon & Schuster.

5.2 THE ROLE OF GOALS IN AN INTEGRATED STRATEGIC HR SYSTEM Goal management plays a pivotal role in converting business strategies from lofty, long-term aspirations communicated by senior leaders into tangible com- mitments and deliverables owned by employees at all levels of the organization. But companies often fail to maximize the value of goal management by allowing it to become subsumed within other strategic HR processes such as performance management or career development. This tends to

lease watch Employee Development and Career Management (Links to an external site.), which will provide an overview on employee development.

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