Case (1)

Based upon your knowledge about health and safety matters and your actual observations of operations
that are similar to theirs, make a list of the potential hazardous conditions employees and others face at
LearnInMotion.com. What should they do to reduce the potential severity of the top five hazards?

LearnInMotion.com and other dot-com businesses may face a number of workplace hazards that can
cause problems and stress for their employees. Despite the lack of significant transport equipment, a
number of potentially hazardous factors could cause complications. Some of them are discussed further
below.
Long and tangled bundles of wires and cables running across the office frequently cause accidents.
While Wi-Fi and Bluetooth have made much of today's work easier, some tasks, such as large data
transfers, still require the use of wires. As a result, each computer must communicate with its neighbors
as well as the central server. Long wire is one of the most serious safety hazards for LearnInMotion.com
employees.
Tripping over wires while working is another possible hazard. Employee safety may be jeopardized if
there are several electrical cables, such as power lines. According to the case, a programmer attempted
to fix the main server while the server's power was still on, resulting in a serious electric shock to the
programmer. As a result, employees are endangered by such electrical lines that run throughout the
workplace.
Ergonomics is another important factor to consider when it comes to employee safety at
LearnInMotion.com. LearnInMotion.com employees are obliged to sit in front of their computers for
more than 8 hours a day, with little to no time off. Continuous system work degrades worker
performance over time. The productivity of an employee in the first hour of work is substantially higher
than his productivity in the last hour of work.
Stress is also another factor that may cause potential hazardous conditions in LearnInMotion.com.
Working at a dot-com company is difficult because programmers are expected to come up with new
ideas. As a result, they are always under pressure to provide something new rather than the same old
thing. Employees grow tired of working in a stressful environment, causing their performance to
deteriorate gradually. Working in a stressful environment for an extended period of time increases the
risk of employee mental breakdown.
LearnInMotion.com may adopt a range of crucial initiatives to make the workplace safer and less
stressful in order to solve these five main hazards. To successfully manage workplace wiring and wires,
a competent electrician should be hired. Wires should be routed through the ceiling or beneath the
office's carpeted floor, out of sight of employees. When dealing with wires, employees should develop
and enforce safety standards. For example, before working on any equipment, the power line should be
disconnected from the power outlet. Instead of laborers, experiment technicians should be employed and
charged with resolving electrical issues. (Stranks).
To minimize stress, employees should be given regular breaks during an 8-hour job. They should be
given at least a 20-minute rest every two hours. Employees should be educated on a regular basis how to
bring in new ideas and how to cope with stress so that they may learn how to perform in a demanding
environment. (Hughes and Ferrett).

By taking these actions LearnInMotion.com may increase the performance and productivity of its
employees. Would it be advisable for them to set up a procedure for screening out stress-prone or
accident-prone individuals? Why or why not? If so, how should they screen them?
Yes, it is a good idea to screen employees who are prone to stress or accidents. The solution, though, is
not to screen them out and fire them immediately away. The objective should be to find these folks and
help them change their stressed-out, accident-prone routines. As mentioned in the last question,
providing such individuals with appropriate training may assist to improve the situation. Employee
behavior may be impacted by educating them on difficulties that they face, such as stress. Employees
can be trained how to cope with stress at work in order to increase productivity under duress.
(Amponsah-Tawiah and Dartey-Baah).
Individuals who are prone to make mistakes may be given extra help and education on how to conduct a
certain task in order to avoid possible disasters. Employees may be rewarded if a task is completed
correctly. These personnel can be rescued from any stress or accident in this manner.
Simply eliminating personnel who are prone to stress and accidents may cause LearnInMotion.com legal
issues. Employees may file a formal complaint against the company. As a result, if an employee's
productivity remains stagnant despite training and financial incentives, he or she may be screened out.
Write a short position paper on the subject, “What should we do to get all our employees to behave more
safely at work?”

The first and most important component is the job descriptions of the employees. The actions required to
complete the job should be described in the job description document. A well-written job description
will address all of your questions regarding the behaviors needed for a certain position.
Staff training is the second most important aspect. Constant workplace training lowers the risk of an
accident or job-related stress. Employees should be trained to deal with increasing demands on their
tasks more effectively. (Ridley).
An ethical code should be developed and implemented throughout the organization. To ensure the safety
of all acts, all employees should be directed to obey the workplace code of ethics.
Employees who violate the code of ethics should face monetary or non-monetary penalties.
All staff should be informed about safety practices. In the case of an emergency, standard operating
procedures (SOP) should be devised and followed. To ensure that these measures are understood, they
should be properly explained to staff and carried out on a regular basis. (Ridley).

Based on what you know and on what other dot-coms are doing, write a short position paper on the
subject, “What can we do to reduce the potential problems of stress and burnout in our company?”

Dot-com enterprises are prone to burnout and stress. Employees must spend long periods of time in front
of computers, which depletes their energy over time. Employees are also expected to bring something
new to their jobs, which adds to workplace stress. As a result, it appears that stress and burnout are
major issues for dot-com employees.
Employees should take breaks throughout the day to prevent potentially hazardous situations. In most
cases, only one hour of relaxation is permitted. Because of the task's difficulty, at least 2-3 breaks every
8 to 9 hours are essential. It is not advisable to take three one-hour breaks during an eight-hour workday.
A one-hour break, on the other hand, can be broken into 20-minute increments every two hours. Under
this system, employees would be allowed to relax and take a break after every two hours of work.
(Karimi and Alipour).
To decrease stress and increase productivity, businesses should implement novel stress-reduction and
productivity-boosting tactics. Employees, for example, might benefit from the same 20-minute break
every two hours.
Stress can also be reduced with the help of a supervisor. Employees are less likely to stress out if they
know their managers will guide and assist them in any stressful situation. As a result, supervisors must
look after their subordinates in order to mitigate the negative effects of a stressful situation.
To reduce stress, personal disagreements should be maintained to a minimum at the workplace.
Employees will be more concerned if they fear their suggestion will be rejected in favor of one proposed
by a coworker. Employees, on the other hand, should be trained and directed to work as a team and to
assist one another when needed. (Karimi and Alipour).

References

Amponsah-Tawiah, Kwesi, and Kwasi Dartey-Baah. "Occupational Health And Safety: Key Issues And
Concerns In Ghana". International Journal of Business and Social Science 2.14 (2011): 119-126. Print.
Hughes, Phil, and Ed Ferrett. Introduction To International Health And Safety At Work. Oxford:
Butterworth-Heinemann, 2010. Print.
Karimi, Roohangiz, and Farhad Alipour. "Reduce Job Stress In Organizations: Role Of Locus Of
Control". International Journal of Business and Social Science 2.18 (2011): 232-236. Print.
Ridley, John R. Safety At Work. London: Butterworths, 1986. Print.
Stranks, Jeremy W. Health & Safety At Work. London: Kogan Page, 2010. Print.
Contents
INTRODUCTION 2
OBJECTIVE 2
CONTENT AND ANALYSIS 2
CONCLUSION 6
References 7
WORK DECLARATION 9
CASE TO ANALYSE:

Revising the Performance Appraisal System at St. Luke’s Hospital

INTRODUCTION:
St. Luke Hospital in Jacksonville, Florida is a modern medical facility. The firm has 1325 employees.
Certain flaws in their performance evaluation are harming the hospital's reputation. According to the
information presented, St. Luke Hospital is a modern hospital that employs a variety of methodologies
for the performance rating system. They have a lengthy and demanding evaluation process. At St.
Luke's, the performance review system has expanded over time into a 20-page document for each
employee. While some of the length was due to concerns about ensuring compliance with a plethora of
federal, state, and health-care-industry standards, other parts of the system were designed for
administrative purposes.
OBJECTIVE:
The primary goal of this course work is to learn about developing HR strategies and implementing them
in a real-world setting, so that learning new things from the original issue will be easier. This will also
increase HR strategy-making abilities, allowing for better corporate success.

CONTENT AND ANALYSIS:

According to previous literature, a performance management system is a continuous systematic process
through which a company's human resources arm engages employees in building the company's success
by meeting the organization's stated vision, mission, and objectives. Employee training to improve
performance, recognizing good work, and receiving real-time feedback are all required in human jobs.
The following elements are included in a successful performance management system: Instead of an
annual cycle, the performance management cycle is ongoing. Senior management, executives, and
upper-level management have all agreed that performance management is essential. Making verbal
performance exchanges and evaluations meaningful rather than routine helps ensure that your
supervisors are both eager and capable of providing results-focused daily performance management.
Using simple performance management software to see what's going on with your performance
management. Increased corporate profitability is one of the goals of performance management. Assisting
employees in selecting the best career path for them, providing relevant progressive feedback to
employees in order for them to achieve their SMART objectives, and aligning and increasing business
goals are all examples of what we do. Organizations use a variety of performance management
approaches depending on their structure and goals. Performance management includes 360-degree
performance appraisal, self-assessment employment, manager performance appraisal, project evaluation,
and sales performance appraisalThe research suggests that the following stages be followed for
performance management planning, creation, assessment, review, and finally system implementation.
To begin, there are only a few strong measurement theories (theories) that support performance
measuring systems. Second, the factors that are both necessary and sufficient for the presence of such
performance evaluation system features must be handled appropriately. Furthermore, there is a lack of
focus on establishing PM and management subfields that may emerge as a result of technological,
global, natural, and commercial trends. This review will result in new and updated performance
literature, as well as suggested future research subjects. As a result, in order to reduce the disparities,
existing performance indicators must be enhanced.. However, there are gaps in the PM literature when it
comes to dealing with developmental challenges caused by changes in global, corporate, and
environmental trends. Furthermore, despite extensive research, the performance management literature
lacks accurate measurement theories (Choong, 2013, 2014; Micheli and Mari, 2014) and necessitates
strong necessary and appropriate performance management standards. (Choong, 2013, 2014; Micheli
and Mari, 2014).

2. Explain in detail why the new performance appraisal system at St. Luke’s Hospital is
most likely to result in more accurate performance appraisals
This section focuses on the company's issues and problems experienced during the implementation of
the new performance management system. Several obstacles are determined to be more severe while
attempting to utilize the upgraded strategy. The move to computerized job descriptions was one of the
most critical issues confronting St. Luke's Hospital. Word documents and Excel spreadsheet databases
are used to hold the hospital's approximately 450 distinct job descriptions. The organization's main goal
is to move away from managing an electronic system due to product inefficiencies in managing these
people's work needs. Supervisors and managers rated employee performance on formal weighted criteria
and then summarized the information by compensation and benefits class to complete an employee
appraisal. Upper management checked the summaries for uniformity, as one would expect. Because
there were a total of 36 phases in the overall performance review process, it was paper-intensive, slow,
and irritating. For the implementation of new strategy the main and the big issue was to design a data
base which fulfill the needs and the requirements of the hospital. The database design proved to be the
most difficult aspect. It had to be built from the ground up and integrate with existing HR systems. A
steering committee was constituted to assess the changes in performance evaluation. They sought to
make things easy for themselves by adopting a more technologically driven notion rather than paper
work. Another issue that arose during deployment was the training of higher-level instructors. To put the
new strategy into action, they needed to train managers and supervisors, which requires time and money.
Despite this, they arranged a training program in accordance with the new approach, and they invited all
managers and 97 supervisors to participate. St. Luke's key issue as it prepares to build and implement
the new strategy is establishing the database, which must then be made available to managers and
supervisors so that they can successfully use it. Despite the fact that it is a contemporary organization,
persons of a particular age who are well-versed in paperwork will refuse to attend the training. They will
be less open to change. Going for the new implantation is a huge effort for St. Luke, and they must
constantly review everything to determine if performance is increasing or not.

3. Describe some of the advantages and disadvantages of combining job descriptions,

performance appraisals, and competency profiles for development as St. Luke’s did.

This section will contrast contemporary and historic performance management approaches. In the
previous performance evaluation system, job descriptions and a performance review were included in
the prior performance assessment method. Furthermore, health-care accreditation requirements required
the implementation of a competence management program focused on people development and
education. As a result, St. Luke's has linked the competency profiles to job descriptions and performance
evaluation forms.
Upper management, as expected, double-checked the summaries for consistency. The performance
evaluation process was time-consuming, labor-intensive, and paper-intensive in general. Because they
seek a technologically driven strategy for the new approach, they created a database. The method used
was to convert the numerical criterion scores from each job description page into a summary sheet that
could assess up to six people on a single form. The overall scores were then computed by the computer.
Written comments were also summarized in a way that focused solely on standard deviations. The
design of the database was critical. To be compatible with the existing HR system, they had to start from
scratch. A software program was constructed to carry out the computations using the same data source,
and another program was created to calculate performance. The new performance management system
has reduced employee paperwork from 20 to 7 pages. Computerized feedback sheets, for example, are
available to supervisors and managers. This was a rapid fix that addressed both the good and bad
elements of the poor performance. Many supervisors are no longer required to use a separate note-
keeping system as a result of this documentation capability. The committee was formed to monitor
progress and determine whether or not the objectives were reached. 90% of managers and supervisors
said the new assessment approach eased the process when it was introduced. There is a clear distinction
in the situation where the company's objectives were met by developing and implementing a new
strategy, and the next year they reconvened the entire idea and analyzed the results, which were more
favorable than in the previous year. They were able to overcome the hurdles as a result of the small
improvements, and by the time they accepted and the hospital began boosting their performance day by
day. ay during the day.
The new performance system at St. Luke's hospital was advantageous because it made it easier to work
on the data base, which is regarded as timely information in collecting all about the individual.
Managers and supervisors no longer needed to prepare lengthy and comprehensive paperwork to track
and analyze performance, allowing the hospital to address multiple issues at the same time. St. Luke
Hospital was a cutting-edge medical facility with antiquated technology. They increased their scale and
performance level in the coming years simply by taking certain measures and updating the approach.
Word documents and Excel spreadsheet databases were utilized in the prior performance system to keep
track of the hospital's almost 450 distinct job descriptions. The major goal of the organization is to
transition away from managing an electronic system due to product inefficiencies in managing these
people's work needs. However, as they started participating in new technology activities, their
performance improved, which helped the hospital. An evaluation conducted after the implementation of
the new assessment system revealed that 90% of supervisors and managers thought the process had been
simplified. The new method was thought to be easier to understand, with less paper used, fewer
arithmetic errors, and clearer and more succinct appraisal information. The panel met again the
following year to review the previous year's activities and make recommendations for future
improvements. Minor enhancements to the performance assessment system have been made since then,
as have computer hardware and software updates, and data panels for management users have been
simplified. In addition, work on fully automating the performance evaluation system has begun.
CONCLUSION:
Every company's primary goal is to expand in an effective and efficient manner. As demonstrated by the
example, taking one step toward success and developing a proper strategy based on detailed information
may assist the firm in meeting its objectives. St. Luke Hospital did the same thing, but they had a strong
HR department that recognized the need and devised a successful plan based on their extensive research.
In this case, the advice is to use technology more frequently as needed. To improve effectiveness, a need
analysis should be conducted prior to any training or implementation.

References
Aguinis, H., 2019. Performance management for dummies. John Wiley & Sons.
Adivar, B., Hüseyinoğlu, I.Ö.Y. and Christopher, M., 2019. A quantitative performance management
framework for assessing omnichannel retail supply chains. Journal of Retailing and Consumer Services,
48, pp.257-269.
Beeri, I., Uster, A. and Vigoda-Gadot, E., 2019. Does performance management relate to good
governance? A study of its relationship with citizens’ satisfaction with and trust in Israeli local
government. Public Performance & Management Review, 42(2), pp.241-279.
Bruskin, S.N., Brezhneva, A.N., Dyakonova, L.P., Kitova, O.V., Savinova, V.M., Danko, T.P. and
Sekerin, V.D., 2017. Business performance management models based on the digital corporation’s
paradigm.
Bellisario, A. and Pavlov, A., 2018. Performance management practices in lean manufacturing
organizations: a systematic review of research evidence. Production Planning & Control, 29(5), pp.367-
385.
DeNisi, A.S. and Murphy, K.R., 2017. Performance appraisal and performance management: 100 years
of progress?. Journal of applied psychology, 102(3), p.421.
Hearn, S., n.d. clearreview. [Online]
Available at: https://www.clearreview.com/top-performance-management-articles-2019/
Heger, C., van Hoorn, A., Mann, M. and Okanović, D., 2017, April. Application performance
management: State of the art and challenges for the future. In Proceedings of the 8th ACM/SPEC on
International Conference on Performance Engineering (pp. 429-432).
Kroll, A. and Moynihan, D.P., 2018. The design and practice of integrating evidence: Connecting
performance management with program evaluation. Public Administration Review, 78(2), pp.183-194.
Raffoni, A., Visani, F., Bartolini, M. and Silvi, R., 2018. Business performance analytics: exploring the
potential for performance management systems. Production Planning & Control, 29(1), pp.51-67.
Schleicher, D.J., Baumann, H.M., Sullivan, D.W., Levy, P.E., Hargrove, D.C. and Barros-Rivera, B.A.,
2018. Putting the system into performance management systems: A review and agenda for performance
management research. Journal of Management, 44(6), pp.2209-2245.
Schleicher, D.J., Baumann, H.M., Sullivan, D.W. and Yim, J., 2019. Evaluating the effectiveness of
performance management: A 30-year integrative conceptual review. Journal of Applied Psychology,
104(7), p.851.
Pollitt, C., 2018. Performance management 40 years on: a review. Some key decisions and
consequences. Public Money & Management, 38(3), pp.167-174.
Techfunnel, 2020. techfunnel. [Online]
Available at: https://www.techfunnel.com/hr-tech/performance-management-system/

Yitagesu Yilma Goshu, D. K., 2017. Performance measurement and its recent challenge: a literature
review, s.l.: Int. J. Business Performance Management,.

Case(3)

1. Specifically, what should the Carters cover in their new employee orientation program and how
should they convey this information?
An orientation program is the process of educating new employees about the company or employer. This
technique ensures that new employees are appropriately taught to perform their tasks. Dessler defines
orientation as "a mechanism for teaching crucial background information about the company." The
orientation program gives workers an overview of the company as well as a list of duties they must
perform. Employees who are better informed about their jobs are more productive.
Typically, the HR department of a firm is in charge of greeting new employees with an orientation
program. Managers, on the other hand, complete the orientation process by introducing the new
employee to coworkers and other job-related individuals. Several key issues, such as Employee Benefits
Information, should be addressed during new employee orientation training. Employee guidelines The
company's day-to-day operations and organization Regulations and safety precautions.

Specifics of Employee Benefits Employees have a legal entitlement to a number of perks under the law.
Employee perks are non-wage payments made to employees in addition to their regular income or
compensation by the company. Employees may be given sick leave, paid holidays, health and
hospitalization, housing, pension, vacation, profit sharing, and other benefits. As a result, the employer
should explicitly state the benefits that employees will receive during their employment with the firm
throughout the orientation program.

Personnel policies

Personnel policy some time called as “employee handbooks”. This policy includes some of the
statement which explains the expectation of the employer from the employee and what should an
employee expect from employer. Personnel policies should cover at orientation program.

Daily routine Employees should get clear idea about the task he or she needs to perform at daily basis. It
helps the employee to get prepared for the task and this procedure increase the efficiency of the work.
So, there is no alternative other than mentioning the daily routine of the employee at orientation
program.

Company organization and operations All the companies do not perform same task. The nature of the
work varies from company to company. What kind of operations a company performs is totally depends
on the type of business they do. So, top management of the company carefully review the mission and
vision statement of the company and then set the activities or operations they need to perform to achieve
company goal. So, in the orientation program it is very important to mention the activities and
operations perform by the company and how they perform it.
Safety measures and regulations What are the policies and regulations available to help the employees
when they face any unwanted situation like accident should also mention in the orientation program by
the employer. It helps the employee to feel safe at workplace and motivate them to work efficiently. To
convey information in proper way, a successful orientation should accomplish some procedure for new
employees:  At orientation ensuring that employees feel welcome to the company.  Giving a clear
idea about the company to the employee so that they can recognize the organization in a broad sense.
Clearly explain the expectation of the employer from the employee
2. In the HR management course Jennifer took, the book suggested using a job instruction sheet to
identify tasks performed by an employee. Should the Carter Cleaning Centers use a form like this for the
counter person’s job? If so, what should the form look like, say, for a counterperson?

According to the case, Carter Cleaning Company wants it counterpersons’ to behave in a cordial way
with their customers, check the clothes for an defects, promote their upcoming offers and end with a
pleasant gesture when they leave. This is how; Jennifer and her father want their customers to be served
in Carter Cleaning Company. Based on this criterion, the following filledin-form is created: Steps: 1)
Greet customers with a pleasant hello 2) Collect the garments from the customers 3) Place all the
garments in nylon sack 4) Write up a ticket and provide a copy to customer 5) Provide information to
customer about upcoming offers and additional services 6) Use courteous comment like “ have a nice
day” when the customer

Key Points None Check for existing damages or stain, if found let customer know immediately Clothes
of different customers are not mixed with each other Ensure that the customer’s name, telephone
number, date are precisely and clearly written Provide up to date information with proper details.

Which specific training techniques should Jennifer use to train her pressers, her cleaner/spotters, her
managers, and her counter people? Why should these training techniques be used?
1. For the pressers and cleaner-spotters
should be trained using On- the- job training : Coaching
/ Understudy Approach to provide them with the learning and practical skills needed for the job .
2. Managers
should first receive Off- the – job training :
-lectures: about the products used and equipments,
And then with:
-Management Games : to develop problem-solving skills, planning, leadership and cooperation.
-Behavior Modeling technique : to know how to deal with different situations.
3. Counter staff
should be trained using the following techniques :
- lectures: to provide them with the knowledge about type of customers and how to deal with them
appropriately .
-Job instruction training : to provide step-by-step, key points and basic tasks training and soft skills.
-Behavior Modeling technique : to provide the employees' with communication skills and
knowledge to be able to deal with different types of customers.