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卡特洗衣公司案例分析答案超全卡特洗衣公司案例分析答案超全卡特洗衣公司案例分析答案超全xxx公司卡特洗衣公司案例分析答案超全文件編號(hào)：文件日期：修訂次數(shù)：第1.0次更改批準(zhǔn)審核制定方案設(shè)計(jì)，管理制度ContinuingreportofHRM（TheHotelParisInternational）院系：班級(jí)：人力學(xué)號(hào)：姓名：課程名稱：人力資源管理完成時(shí)間：年月至年月

ContentTOC\o"1-1"\h\z\uCHAPTER1INTRODUCTIONTOHUMANRESOURCEMANAGEMENT 4CHAPTER3HUMANRESOURCEMANAGEMENTSTRATEGYANDANALYSIS 6CHAPTER4JOBANALYSISANDTHETALENTMANAGEMENTPROCESS 9CHAPTER5PERSONNELPLANNINGANDRECRUTING 13CHAPTER6EMPLOYEETESTINGANDSELECTION 16CHAPTER7INTERVIEWINGCANDIDATES 18CHAPTER8TRAININGANDDEVELOPINGEMPLOYEES 22CHCAPTER9PERFORMANCEMANAGEMENTANDAPPRAISAL 25CHAPTER10MANAGINGEMPLOYEERETENTION,ENGAGEMENT,ANDCAREERS 27CHAPTER11ESTABLISHINGSTRATEGYPAYPLANS 30CHAPTER12PAYFORPERFORANCEANDFINANCIALINCENTIVES 31CHAPTER13BENEFITSANDSERVICES 32

CHAPTER1INTRODUCTIONTOHUMANRESOURCEMANAGEMENTIsumupfivemainpointsspecificHRproblemsIthinkCaterCleaningwillhavetograpplewith.Firstofall,theywerelakeforpersonnelmanagementregulationsandproceduresbotheverymanagerandeachemployee.Asthereweremanyofproblemswhichwereharmfultotheirmanagementbecauseworkers’lakeaseriesofclearknowledge,abilitiesandskills.Forexample,fairemploymentproblemswouldseriousdamageemployees’rightsbuttheydidn’tknowuptonow.Humanresourcemanagementsalwaysaskedpeopleofapplicantsabouttheirnationaltopicandsomeothersensitivetopicsbuttheydidn’trefertoprofessional,abilitiesand,manyotherusefultopics.Luckily,theyhaven’tbeenreportedtheirdiscriminationbecausetheemployeeswerealmostwomenandethnicminoritywhichwereshortoflawsconcept.Thisphenomenontoldustheycouldn’tclarifyfairemploymentrulesandprofessionalknowledgeandlawsknowledge.Inaddition,humanresourcemanagementscouldn’tmakeemployeescleartheirowndutiesandresponsibilities.Theyemployeesdidn’tknowtheircleardivisionofresponsibilities;asaresult,CaterCenterwouldbeinefficiencyafterconfusiondaybyday.NumanresourceofCaterCentercouldn’tkeepemployeeloyaltyandemployeestability.Itisterribleforacompanytofaceemployeetheftsthere.Itwouldnotonlycausebenefitsofcompany,butalsocauselegitimateequitiesofthefirm.What’sworse,asaresult,corporateculturaldevelopmentandemployees’activitieswillbedestroyed.Notonlytheissueoffairemploymentlacksattention,butalsothemanagerhimselfhasnotreceivedanybasictraining.IfIwereJennifer,IwillpersuadeeverymanagementtopaymuchattentionmakeaPostOfficeBookatfirstforallofmyemployeesinorderthattheycanidentifytheirresponsibilitiesandobligation.Inaddition,wemustidentifythemanagementprocessisbasedonthefunctionsofplanning,organization,staffing,leading,andcontrolling.Intotal,westartwiththesefivefunctionsandwewillavoidmistakeslikeIsummedupinmyfirstparagraph.WemustconsummatetherulesandprocessesofHRM.Wecanachieveitbysolvingthefairemploymentproblem,improvingtheirknowledge,abilitiesandskillsofcleaningandservice,enhancinglegalknowledgeandexperience.Bydoingthese,wecanimproveCaterCenter’spersonnelmanagementregulationsandproceduresbotheverymanagerandeachemployee.

CHAPTER3HUMANRESOURCEMANAGEMENTSTRATEGYANDANALYSISIwouldrecommendthattheCatersexpandtheirqualityprogram.Myreasonsareasshownbelow.First,thecompanyfacedtoalargerscaleandonlyholdingemployeemeetingscan'tsolvealltheproblemstheyfacing.Sowemustexpendwaysandmeasuresforeveryemployeeinordertowideningthefeedbackchannelfortheproblemofcompany.Second,asamanager,wecan’tbeeverywherewatchingeverythingallthetime.Andexpendingthequalityprogramisarealwayforinnovationandsustainabledevelopmenttothecompany.Weneedtodiscoveraseriesoffindingformakingprogressatanytime.Specifically,Catershouldexpandtheirqualityprogrambytakingformsasshownbelow.Weneedmakeascientificstrategichumanresourcemanagementinthewholecompanyinordertoguaranteetherunningofit.Traininganddevelopmentisthefirststepforstrategy.ItwillbeexplicitifCatersmakeemployeesknowthatwherearetheynowandwhotheyare,andwritingajobdescription,significantly.Theywilllearntosizeupthesituationincludingperformexternalandinternalaudits.,Afterwards,Caters’strategicoptionswillbeknownandbecreatedbymanagersandevenemployeeseasily.Atthesametime,theywillbesupportiveandhavingahighperformance.Itcanminimizetheplaneturnaroundongroundandthemealsandfrillsandsoon.Allofthesebenefitsaretodecreasecostsandincreaserevenuesfortheorganization.Aquestionwemustfacetoandneedtobesolvedurgentlyiswhethertheemployeeswanttoactandacceptlikemini-manageronlywithearningabout＄8to＄15perhour.Itreferstothequestionofsalaryadministration.Soifwemakeafairsalarysystemthatemployeesapproval,wewillgainadifferentgroupwhichismuchbetterandcompetentthaneverbefore.Inaddition,IthinkCatersshouldfocusontheoutlinesummarizingimportantHRpracticeasIdesignedbelow.FirstofallIthinkitisimportanttocollecttheopinionsofcustomersandemployeesbeforewemakeasystematicofHRpractice.Wewillidentifyclearconditionofworkingandprogrambydoingthis.ThenwemustmakeJobDescriptiontoeachpositionofCaterCenter.Wecandecidehowtomeasuretheperformanceofanoldornewhires.Forexample,withCatersystem,hiringmanagersinputtheirevaluationsofeachnewhireattheendoftheemployees’firstseveraldays.Refertotheirimportantdesigned,wecanmakeaHRpracticecategoryandanalysisforCatersasIreferbelow.HRpracticecategoryDescriptionExamplesStuffingProcedurestoevaluaterelevantknowledge,skills,abilitiesforfitSelectivescreeningassessmentoftechnicalinterpersonalskills/attitudes/personalSelf-managedteamsPowerdownwardbygrantingauthorityandresponsibilityEmployeeparticipationprogramsTeamswithdecisionmakingauthorityDecentralizeddecisionmakingEmpoweringemployeesAuthoritytomakedecisionsparticipatemanagementTrainingFormalizingprogramstodevelopknowledge,skills,abilitiesTrainingforcurrent/futureskillsTechnicalinterpersonalFlexibleworkassignmentsBroadenindividualknowledge,skills,abilitiesJobrotationjobenrichmentabilitiestoperformjobCommunicationOpencom.ChannelstoexpressviewpointsEmployeesuggestionsystemsCompensationPerformance-contingentpay,group-basedpay,marketpaypoliciesProfit/gainsharingownership

CHAPTER4JOBANALYSISANDTHETALENTMANAGEMENTPROCESSTheformattobeusedtowritethejobdescriptionofthelaundrymanagerFirstofall,weneedtoanalyzethestructureofCaterCleaningCompanysothatidentifythedescriptionofjob.Wecangetthetableofstructurebyanalyzingasshownabove.Fromthedrawingabove,wecanseethatlaundryorganizationisthesimplestverticalmanagementmode,laundrymanagersaretheirbasicjobs,buttherearemultiplepostsunderthem.Thissimpleorganizationalstructureissuitableforthiskindofcompany.Fromthedrawingabove,wecanseethatlaundryorganizationisthesimplestverticalmanagementmode,laundrymanagersaretheirbasicjobs,buttherearemultiplepostsunderthem.Thissimpleorganizationalstructureissuitableforthiskindofcompany.Firstofall,thesizeofalaundryasanenterprisewillnotbelarge.Secondly,thegeneralobjectivesandtasksandresponsibilitiesoftheLaundromatmanagersmentionedinthecasearerelativelyspecificandrelativelysmall.Intheend,thestaffofthelaundrywillnothaveahighlevelofknowledge,whichisrelatedtothecontentoftheirwork.Tosumup,weshouldpayattentiontothefollowingpointsinwritingthejobinstructionsofthelaundrymanager.1. Thejobdescriptionshouldbesimpleandeasytowriteintheformat,nottoocomplicated2. ThejobdescriptionshouldbeeasytounderstandinthedescriptionofthecontentAccordingtothis,thejobdescriptionoftheformisbestsuitedtothemanagerofthelaundry.What’smore,workstandardsandproceduresshouldbewrittenintothejobdescription.Thejobdescriptionisadetaileddescriptionoftheinformationrelatedtothejob,whichincludesthepersonconcerned,andthedescriptionalsocontainsadescriptionoftherelatedmatter.Theworkingstandardandprocedureisadescriptionofthejobrelatedmatters.Itfurtherexplainswhatextentthedutypersonnelshoulddoandhowtodoit.Asaresult,Ithinkthatworkstandardsandproceduresshouldbewrittenintothejobdescription.HowcanJennifercollecttheinformationneededtowriteworkstandards,workprocedures,andjobdescriptionsIthinktherearemanywaysofcollectinginformation,suchasthefollowing:1.Summaryoftheworkstandards,proceduresandjobdescriptionsofsimilarenterprises.2.Collectopinionsoncustomersandemployees.3.Consultanumberofexpertsandintermediaries.4.Getthemaininformationfromtheactivitiesofemployees,actionsofpeople,theworkingperformance,workingbackgroundandtherequirementofemployeesandsoon.Thestoremanagers’jobdescriptionshouldlooklikeandcontainasthetablebelow.

PostNamePostNumberPostCategorySubordinateDepartmentPostSequencePostQuotaSummaryofpostJobbasisJobcontentJobtargetMainRelationshipofPostBasicTrainingRequiredDutiesandStandardsBasicCapacityRequiredPerformanceIndicatorsUseToolEquipmentQualificationWorkingHoursProficientWorkPeriodDiversityofWorkExperienceDateofCompilationDuraltheConveyancesEffectiveDateInforming

CHAPTER5PERSONNELPLANNINGANDRECRUTINGHowwouldIrecommendwegoaboutreducingtheturnoverinourstoresIpreparesomesolutionsbelow.Makingareasonablerecruitmentplanisthemostimportantsteptokeepemployeesstayinginthecompany.Weneedtoresearchcarefullywhenweinterviewthemandwemustexcludesomeoneshaky.Toacertainextent,therateofturnoverwillbedecreasedbydoingthis.Shapinganattractivecorporatecultureisanimportantmeasuretoretainemployeesandexecutive.Asweallknow,anicekindofculturecanshapepersonalityandalsoformasenseofbelonginganddependence.Makingpositivecompensationandwelfareisalsoimportantforretainingemployees.Wenotonlyneedtogivejusticesalarytoemployees,butalsoneedtomakeactivewelfaresystemforstimulating.Also,wecanofferthecompany'sstockoptionsorequityplansisarelativelylowcostwaytoincreasethelong-termpotentialincomeofemployees.Lastbutnotleast,wemusttakecareofemotionsofemployeesatanytime.Suchastheirrelationswithfamilies,withsupervisor-subordinate,withcolleagues,andevenwiththeirownspiritsincludingtheircareerhappinessandsoon.IbelievewecanretainouremployeesmuchbetterbydoingtheseIdemonstratedabove.Ithinkweneedthesecausestoresolvethequestionhowtoimprovethequalityofapplicantandtherateofpassing.Makeafeasiblerecruitmentstrategy.HR'sownqualityandknowledgearealsoimportanttochoosetheappropriatelocationandlocation,andtoimprovetherecruitmentefficiency.Therecruitmentinformationwillhelpustoselecttalentsscientifically,makeclearqualifications,andidentifyhighlyqualifiedapplicantswithcompetence.Inaddition,structuredinterviewscanbecarriedout.Promotetheemployingdepartmenttoparticipateinthewholeprocessofrecruitment.Becausetheworkenvironment,leadershipstyleandmanagementconceptareusedbecauseoftheunitforwhatkindofItdiffersfrommantoman.,jobseekers,onlyusedepartmentmostclearly,therefore,recruitmentdepartmentstocontinuetoinstillinDepartmentRecruitmentconcept,promotetheiractiveparticipationinthewholeprocessofrecruitment,humanresourceplanning,recruitment,interviewneedstodeveloprecruitment,etc..Lastbutnotleast,itisalsoimportanttocreateaharmoniousenterpriseenvironment.Consideredcarefullyforallofinformationthejobseekersneedwhenwepublishingajobadvertisement.Wecanmakejobadvertisementasisshownbelow.ThejobadvertisementforCaterCleaningCompanyAddressPublishingtimeDeadlineMorethanoneyear'sworkexperience|AgeisnotlimitedMorethan＄6perhour

JobdescriptionPostdutiesTenurerequirementsWorkingexperiencepreferredHavebasicmanagementabilityHavestrongbusinessunderstanding,planexecution,writingabilityandlearningability.Befamiliarwith...Lawsandregulationstoavoidlabordisputes;HigherprofessionalismEnterpriseintroductionOtherinformation：Department:HumanResourcesDepartmentProfessionalrequirementsContactE-mailPleaseindicatethenameornumberofthepositioninthemailandindicatethattherecruitmentinformationcomesfromthe

CHAPTER6EMPLOYEETESTINGANDSELECTIONSomeadvantagestoJennifer’scompanyofroutinelyadministratinghonestyteststoallitsemployees.Testinghonestyofemployeescannotonlystrengthenthecompany'sdiscipline,butalsokeepthecompanyopenandfairandtheorganizationstructureiscompleteandtransparent.Inaddition,itcanpromotetheorderlyconductofproductionandavoidunnecessaryfinanciallosses.Itcanstrengthenthecohesivenessofenterprisesandsettingupagoodsocialimage,soastoensurethecredibilityofthestaffandenhancecorporatereputationandcustomersatisfaction.SomedisadvantagestoJennifer’scompanyofroutinelyadministratinghonestyteststoallitsemployees.Employeesmaybelackasenseofsecurityandbelonging,andtheyfeelthattheyaredoubtedbytheirsuperiors.Also,itmayincreasethecostofworkandtimeandreducetheeffectiverateofreturnofenterprisesWhatotherscreeningtechniquescouldthecompanyusetoscreenouttheft-proneandturnover-proneemployeesAndhowexactlycouldthesebeusedWecanimporttheintroductionofspecialpersonnel,whoisintegritytestingliteracy,includingleakagetheory,informationmanipulationtheory,realmonitoringtheory,andinterpersonaldeceptiontheoryandsoon.Also,wecandesignintegritytestscaletoidentifythefaithofemployees.Thetypesoftestsaretestsofcognitiveabilities,testsofmotorandphysicalabilitiesandmeasuringpersonalityandinterestsandachievementtestsandimprovingperformancethroughhires.Wecanmakethebackgroundcheckmorevaluableinformationofemployeesbydoingthesetests.HowtofireastolenemployeeandhowtodealwiththereferencecallsabouttheseemployeeswhentheygotoothercompanieslookingforjobsIthinkweshouldfirestolenemployeesinfrontofthestaffsofourcompany.Nottolethimbedisgraceddeliberately,buttoletemployeesknowhowimportantthesincerityisandhowpreciousthetrustsare.Asforthereferencecallsabouttheseemployeeswhentheygotoothercompanieslookingforjobs,IthinkIwillbemercytohimandtellanothercompanythatthisemployeecanbeinspectedandretainedifhedidn’tmaketoomuchofmistake,eventhoughIfiredhimabidebytherules.Wesee,forgivenessandkindnessarethegreatestvirtues,theycansaveapersonwhostillhasawarmheart.

CHAPTER7INTERVIEWINGCANDIDATESThewaytoimprovethepracticeofinterviewing:Themainbodyoftheinterviewistheinterviewerandtheinterviewee,soinordertoimprovethecompany'sinterviewpractice.Wemustfirsthaveagroupofprofessionalinterviewers.Theyshouldhavethefollowingqualities:goodinsightwithsomepsychologyandorganizationalbehaviorknowledgeofgoodpsychologicalabilityexpressedexcellentjudgmentandspokeninterviewexperiencepreferredlogicalthinkingability,canaccordingtotheresumeandjobrequirementsandthebasicqualityofsettingquestionstounderstandthebasicknowledgeofjobindustryandknowledgeindustrythesalarylevelhaveagoodanalysisability.Inaddition,therearesomethingerrorsthatcanundermineaninterview’susefulnessandwehadbetteravoidthem:firstimpression,notclarifyingwhatthejobrequires,candidate-ordererrorandpressuretohire,nonverbalbehaviorandimpressionmanagement,effectofpersonalcharacteristicsincludingattractiveness,genderandrace,etc.,diversitycounts.Sheshouldmakeaninterviewformformanagementandnon-managementinterviewquestionsbydoingIillustratebelow.Keypointsandtestquestionsmanagementpersonnelrecruitmentexamquestions:1.Doyouthinkwhatis"management"Testwhethertheapplicantcancombinetheoreticalmanagementknowledgewithworkpractice.2.Agoodenterprisetomakeprogress,whatisdecisiveInthecomplexmarketenvironment,successfactorsofdifferententerprisebigdifference.Theansweristotesttheextenttowhichtheapplicantunderstandsthemanagementoftheoriginalunit.Whatarethe3you'vereadaboutmanagementbooksGoodmanagementisverypayattentiontothecollectionofinformationandknowledgeupdating.3.Whatdoyouthinkisthemostdifficultasamanager"Badnewsreport"isaconciseandcomprehensiveanswer.Itsimplybecauseitcanmakedeepandseriousrecruitersaskfurtherquestionsandsuperficialrecruiterswillnotconsidertheuseofadditionalquestionstoask,donotletthecandidateshavetheopportunitytofurtherelaborateitssetpeoplethinkingidea,butdonotwanttounderstandwhethertheanswerbehindwhatishiddendeeplifeexperience.Thisanswertellsushowamanagerintroubleshouldreact."Letthoseofmebeabletoactinaccordancewithmyinstructions,sothattheyarereadytodoso."Itisthesecondpossibleanswer.Thisshowsthatthemanagerisreadytocontrolthesituationandcarryouttheleadership."Tomobilizetheenthusiasmofthepersonnel,toformacompetentteam."Itmaybethethirdwaytoanswerthisquestion,whichindicatesthattheapplicanthasadeeperexperienceandhastheabilitytomanageothers.Therearealsospecificquestionstobefacedwithasanswers.Recruitersneedtopayattentiontowhetheramanagerhasamoreopeneyeasamanager,ratherthantryingtodealwithaspecificbusiness.4.YouhowtocontrolandreducetheriskWeshouldpayattentiontotheriskdegreecandidatesaware,thenanswertheinvestigationmethod,andtheriskinvolved,whetherthereisalwayssucheffectsontheother.5.Whatdoyouthinkistherelationshipwiththepositionyouapplyforyourdepartmentorthecompany'sstrategyItistheabilityofonthecandidatestograsptheoverallsituation.6.Howwouldyouplanandorganizeanimportant(orlong)oftheprojectTherecruitershouldpayattentiontothevariouslinksofthecandidateplanningandrunningtheproject,notwhethertheprojectitselfistheclosesttotheworkoftheunit.doyoudealwiththecontradictionbetweenthe9withotherdepartmentsNocontradictionisunrealistic,andapplicantsoftenanswerthroughcommunication.Thequestionistoseewhethertheapplicantcanpayattentiontotherootofthecontradictionandnotonlysolveordealwiththeproblemmeans.8.Pleasebrieflytalkaboutyouaroundthetypicalcasemanagement.Inspectwhetherornotthecandidateenterprisessuccess/failurereasons,andsharplypointedouttheproblem,conciseandcomprehensive.Jennifershouldcarryoutatrainingprogramforthemanager.Themanagerwhoisforinterviewingthestuffsshouldhavethischaracteristic.Wemustfirsthaveagroupofprofessionalinterviewers.Theyshouldhaveandpreparemethefollowingqualities:goodinsightwithsomepsychologyandorganizationalbehaviorknowledgeofgoodpsychologicalabilityexpressedexcellentjudgmentandspokeninterviewexperiencepreferredlogicalthinkingability,canaccordingtotheresumeandjobrequirementsandthebasicqualityofsettingquestionstounderstandthebasicknowledgeofjobindustryandknowledgeindustrythesalarylevelhaveagoodanalysisability.

CHAPTER8TRAININGANDDEVELOPINGEMPLOYEESTheCatersshouldcoverintheirnewemployeeorientationprogramandtheyshouldconveythisinformationbythetablebelow.GuidanceofworkingContentsCompanyoverview,rulesandregulations,organizationalstructure,corporateculture,productknowledge,workinghours,payroll,benefits,communicationskills,teambuildingskills,etc.PlanningFromabriefintroductiontoalongerformalplan,includingemployeeemploymentguidancemanuals,humanresourcesdepartmentwork,departmentheads'guidance,specialseminars,etc.OverviewoftrainingTrainingProvideemployeeswiththeskillsrequiredtocompletetheirpresentworkDevelopmentDevelopingcurrentorfuturemanagerstosolvecurrentandfuturepossiblejobsAimoftrainingTechnicalskillsrequiredtoimpartworkThesurvivalanddevelopmentoftheenterpriseneedsspeedandflexibilitytomeettherequirementsofthecustomerinquality,variety,convenience,timesavingandotheraspects.Impartothermoreextensiveskillstoemployees,suchascommunication,teambuilding,andotherskillsStrengtheningthededicationofemployeesbytrainingThebasicprocessoftrainingEvaluation:identifytrainingneedsSetuptraininggoalswhichisclearandmeasurableTraining:jobtraining,jobtrainingEvaluation:ReflectperformanceEvaluationoftrainingeffectResponse:thetrainee'sresponsetothetrainingprogramKnowledge:testthetraineeBehavior:tounderstandthechangesinthebehaviorofthetrainedtraineesEffectiveness:measurethefinalresultsofaplanbasedonapredeterminedtraininggoalWeshouldusesuchaformtoanalyzetheworkofthecounterattendant.Counterattendanttaskanalysisrecordtableisastobelow.ImportanceConcreteworkTakeuptime5Responsibleforthestorecustomersandtheshuttleservice,andintroducesthemainservicesoflaundryfacilitiesandequipmentandmethodofusetotheguests15%6Todealwiththevariousitemsentrustedbyguestsinthisarea.20%4Readtheworkrecordcarefully,andcompletetheworkhandeddownwork5%1Responsiblefortheinspection,declarationandchangeoftheequipmentstatewithanerrorrateofzero;assistthesupervisortocoordinatethehygienicconditionofthestore;30%9Inchargeofassistingthecleanerstodoagoodjobinthestore,therateofqualificationis100%5%7Responsibleforsecurityworkinthestoreandreportingofemergencies,reportsupervisorinatimelymannerifsituationisfound.5%3Mastertheleaseoftheshopequipment,fillinthedailyanddotheworkofthehandoverclass(checkthe2roomsforeachflight)5%5Deliverandrecordtheguest'slegacyintime10%10Completetheothertasksassignedbythesuperior5%

Inthetrainingofironingworkers,decontaminationworkers,managers,andcounterattendants,weshouldusespecifictrainingmethodsasismentionedbelow.WorkcategoryTrainingmethodsIroningworkersDirectsupervisor:drycleaning/washingSupervisorResponsibilities:accepttheleadershipofthegroupleader,finishthehospitalityandironingworkwithhighqualityandefficiencyJobdescription:(1)Accordingtotheworkingproceduresandstandards,allkindsofmachinedothepreparatoryworkbeforetheuseofsecuritycheckPatient.(2)Clean,maintainacleanandtidyworkarea.(3)Completeotherworkassignedbythecaptainandseniormanagement,etc..DecontaminationworkersStrictlyabidebythesystemofdisinfectionandisolation.Doagoodjobofoccupationalprotection,enterthedecontaminationareatoweartheappropriateprotectiveequipment(includingroundcap,Masks,isolationclothesorwaterproofaprons,gloves,specialshoes,goggles,etc.,mustnotmovefreelyinotherareas.Recyclingequipmentinventorycheck,registration,transferofwork.counterattendantsLookbackthepreviousanswerindetail.

CHCAPTER9PERFORMANCEMANAGEMENTANDAPPRAISALJenniferbelievesthattheproposaltoestablishaformalworkperformanceevaluationsystemforworkersiscorrect.Theproposaltoestablishaformalworkperformanceevaluationsystemformanagersisalsocorrect.Myreasonanddesignarebelow.Managersarethebackboneoforganizingtalents,andplayamoreandmoreimportantroleinthedevelopmentofmodernorganizations.Thestructureofjobperformanceevaluationofmiddlemanagersistoestablishascientific,completeandeffectiveperformanceevaluationsystem,soastoachieveeffectivemanagementformiddlemanagers.Theworkperformanceofmiddlemanagersisamulti-dimensionalconstruct.Thismultidimensionalstructurecaneffectivelyexplainthosebehaviorsreflectedinthejobperformancequestionnaire.Jobperformanceisaconstructthatcanbereflectedbybehavior.Therefore,wecanidentifythosetypicalbehaviorsandformameasurementtoolthathascertainreliability(internalconsistency)formeasuringjobperformance.I’veresearchedthefivefactorstructuremodelofthemiddlelevelmanageroftheorganizationtomakeaformalmeasuretothemanagersandworkersofCaterCleaningCerpersonalcommunicationMaintaininggoodinterpersonalrelationshipsSolidarityandcollaborationCommunicationandcoordinationListentoadvice/adviceCareforsubordinatesHelppeopleActingstyleflexiblePayattentiontodetailsAutonomy/independenceintrospectionEnthusiasmanddedicationTograntauthorizationMatchwordtodeedleadershipbehaviorSafeguardtheinterestsoftheDepartmentSupervision/controlStandardmanagementstrainPolicydecisionCalm/calmdownAssumedliabilitiesTaskexecutionOrganizationandcommandImprovementandinnovationMotivatinganddirectingsubordinatesPlanandimplementSolvetheproblemBeconscientiousandconscientiousWorkconscientiouslyandresponsibleObeySelf-disciplineandleadWorkinitiativeandenterprising

CHAPTER10MANAGINGEMPLOYEERETENTION,ENGAGEMENT,ANDCAREERSThebenefitsofcareerplanningprogramarebelow.Firstofall,careermanagement