Group 5 Presentation

Chapter 5: Quality
Standard and Employee
Dimensions
Presented by
Contiga, Mutoc, and Roquero
PERFORMANCE MANAGEMENT
SYSTEM Project Presentation

Content
Steps for creating quality
Quality System culture in an organization
Illustration on HR Dimensions Drawn
ISO from CMM
Concept of Six Sigma for
Employees Dimension Development and growth for an
organization.
Seven Habits of Highly effective The Six Sigma: Complete
people Package
Developing Quality Culture How do we define Performance
Finals Topic in an organization and why do we measure it?
Organization Culture can be Prescription for effective for
changed performance management
PERFORMANCE MANAGEMENT
SYSTEM Project Presentation

Content
Designing an Appraisal system Training needs analysis

The six primary criteria on which

the value of performance may be Research and Evaluation
assessed
Quality Performance in the The method, Techniques, and Process
market Era. of Evaluation

Measuring overall performance Rating format options

Performance management and Additional implementations for

compensation implementing a 360 Degree
Appraisal System.
Finals Topic
Major Administrative issues to
Internal Staffing Consider in Performance
Management.
 Group 5 Presentation
Quality Standard and Employee Dimension

INTRODUCTION
In order to understand quality system one must understand their quality. As nos of
definitions have been given but some of them are most informative as follows:

The features and characteristics of a product, and service, which bear upon its ability
to satisfy a stated and implied need.
Fitness for purpose
Meeting customer’s requirements and exceeding their expectations
Doing things right first time
 Group 5 Presentation
Quality Standard and Employee Dimension

QUALITY SYSTEM
The quality system is the original structure, responsibility, procedures, process and
resources for implementing quality management. According to this approach a quality
system covers all business function except finance.

THE MAIN ELEMENT OF QUALITY SYSTEM

Manufacturing process Service Process

Design Development
Purchase Purchases
Process Engineering Customer Service
Inspection Validation
Delivery Training
Customer Order International Organization for Standardization (ISO)
 Group 5 Presentation
Quality Standard and Employee Dimension

International Organization for

Standardization (ISO)
ISO is a specified agency for standardization. It is a worldwide federation of
national standard of more than 100 countries. ISO 9000 standard emphasis that
quality system is the right way to achieve and maintains quality standards. ISO 9000 is
equally applicable to small and large organisation.
Quality Standard and Employee Dimension Group 5 Presentation

THE 20 ELEMENTS OF ISO 9000

1. Management responsibility 11. Inspection measuring and test equipments

2. Quality system 12. Inspection and test states
3. Contract review 13. Control of non-confirming product
4. Design control 14. Corrective action
5. Documents control 15. Handling, Storage, Packaging and delivery
6. Purchasing 16. Quality records
7. Purchaser - supplied product 17. Internal quality audits
8. Product identification and traceable 18. Training and development of the employees
9. Process control 19. Servicing
10. Inspection and testing 20. Statistical technique
 Group 5 Presentation
Quality Standard and Employee Dimension

Benefits of Quality System

Value for money
Customer satisfaction
Higher productivity
Increased profitability
Improved corporate image
Access to global market
Growth of the organization
Higher morale of the employees
 Group 5 Presentation
Quality Standard and Employee Dimension

The following steps have been identified for developing quality system in the organization:

Analysis - It involves an identification of the quality objective.

Product and service specification - The steps involved developing contract
review, procedure, design and development procedure.
Material control - The 3rd steps involves procedure for the specification of
bought in goods and service, method for accessing sub contractor and
procedure for receiving raw materials including sampling plant and control
procedure for any material supplied directly by the customer.
Process control - The 4th steps require procedure for identifying the product
through conversion process and for maintaining tractability.
 Group 5 Presentation
Quality Standard and Employee Dimension

Inspection and testing - This steps inlcudes the method for in process and final
checking of the product.
Quality rewards - This steps required procedure for the maintenance and
storage of quality system rewards.
Quality manual - A quality manual should be prepared which is a relatively brief
documents stating the business policy with respect to quality.
Quality system design and structure - The Company in India and world over
have under taken only one of the formulized designs of the quality system as a
process development.
 Group 5 Presentation
Quality Standard and Employee Dimension

Employees Dimensions
Sirota and Weber (1994) have identified following employees dimensions to
maintain quality standard for better productivity and corporate culture in the
organisation.

Empowerment of employees
Reward and recognition
Training and developments
Open communication
Employee’s orientation
Sense of Direction
Fact based decision-making
Continuous improvements
Collaboration
Corporate citizenship
 Group 5 Presentation
Quality Standard and Employee Dimension

Develop a behind the scenes’ award specifically for those whose actions aren’t usually in the
limelight, make sure such awards are in the limelight.
Create a best ideas of the year’ booklet and include everyone’s picture, name and description of their
best ideas.
Feature the quality team of the month and put their picture in a prominent place
Honour peers, who have helped you by recognizing them at your (or their) staff meetings.
Let people attend meetings, committees, etc. in your place when you’re not available.
Create visibility wall to display information, posters, pictures, thanking individual employees and
their teams, and describing their contributions.
Take interest in employees development and set up appropriate training and experience to build on
their initiatives.
Get your teams pictures in the company newspaper newsletter.
Ask people to help you with a project you consider to be especially difficult but which provides real
challenge.
Send a team to special seminars, workshops or meetings, outside that cover topics they are
especially interested in.
 Group 5 Presentation
Quality Standard and Employee Dimension

Promote, or nominate for promotion, those people who contribute most to improvement over a period
of time.
Provide a clear definition and expectation for customer management and employees, except for the
standard/regulation connected with safety and health of the customer using the services.

As a human being we have for unique endowments i.e. self-awareness, conscience. Independent
and creative imagination. We must nurture these four endowments by the following the ways:

1. Educate your conscience by learning, listening and responding.

2. Have a high trust, culture by avoiding lies, cover up, game playing, backroom manipulation and
mouthing.
3. A life of total integrity is the only one worth striving for granted. It is a struggle. Nurture independent
will by making ang keeping promise. To build national integrity, start by making and keeping small
promises, slowely go ahead.
4. Develop creative imagination through utilisation, visualization in a high leverage mental exercise.
 Group 5 Presentation
Quality Standard and Employee Dimension

Seven Habits of Highly Effective People

1. Proactive and responsible - Proactive leaders and employees accept responsibility
for their own behavior without blaming and accusing others.
2. Security through shared mission, vision, principle, and values - Security lies in the
clearly identifiable mission, vision and principles that are constantly reflected in the
behavior of leaders and managers.
3. Prioritize joint commitments - It is important for people not only to understand the
mission, vision, principles, and values of the organisation, but also to understand and
share through involvement and commitment in its strategic action plans.
4. The paradigm of mutual benefits - Trust is built when people see by constant
practice that leaders seek mutual benefit for employees and other key stakeholders
in all their quality change decisions and initiatives.
 Group 5 Presentation
Quality Standard and Employee Dimension

5. First understand and then be understood - Central to effective change based on

win-win thinking is the constant opinion of two-way communication between all
participants in the organisation through stakeholders information system (SIS). This two-
way communication process includes:

Management with employees

Upper management with middle management
Departments and divisions with each other
Headquarters with the field
The main organisation with external stakeholders and external
Stakeholders with each other
 Group 5 Presentation
Quality Standard and Employee Dimension

6. Constant synergistic dialogue - Through constant synergistic dialogue, the creative

capabilities of the organisation are unleashed through the involvement of all appropriate
parties to:
Assess and evaluate organizational strengths, weaknesses, opportunities and threats
pertaining to meeting stakeholder’s needs.
Develop and implement solutions addressing any and all of them.

7. Continuous personal and organizational improvement - Continuous improvement

means continuous change.
 Group 5 Presentation
Quality Standard and Employee Dimension

Developing Quality Culture in an Organization

Culture is not a technocratic but a behavioral issue. There are however approaches
that provide a path towards quality culture. Quality problems are mostly related with
management. Culture issues apply to all levels upper management, middle management,
supervisors, technical specialist, and the workforce.
 Group 5 Presentation
Quality Standard and Employee Dimension

Organization Culture can be Changed

We need to provide awareness of quality by evidence of upper management
leadership, self-development. Empowerments, participation, recognition, and regards. To
change culture it requires a year not month, to change quality, requires trust not techniques.

Steps for Creating Quality Culture in an Organization

1. Removing organizational boundaries and internal competition.
2. Managements thoughts and actions towards delivery its customers.
3. Using fact based decision making.
4. Continuous improvement must be encouraged.
5. Do not use specially designed organizational structure for maintaining total quality.
6. A condition strives for attaining a world-class label is the need of the hour for companies
 Group 5 Presentation
Quality Standard and Employee Dimension

Illustrations on HR Dimensions Drawn from CMM

The Capability Maturity Model (CMM)
This is an organizational model that describes 5 evolutionary stages (levels) in which an
organization, manages its process and system for its development and growth.

The five(5) stages of the Capability Maturity model are

1. Initial - processes are a-hoc, chaotic, or actually few processes are defined
2. Repeatable- basic processes are established and there is a level of discipline to stick to these
processes.
3. Defined - all processes are defined, documented, standardized and integrated into each other.
4. Managed-processes are measured by collecting detailed data on the processes and their quality.
5. Optimizing - continuous process improvement is adopted and in place be quantitative feedback
and from piloting new ideas and technologies.
 Group 5 Presentation
Quality Standard and Employee Dimension

CONCEPT OF SIX SIGMA FOR DEVELOPMENT AND

GROWTH FOR AN ORGANIZATION
Six Sigma is a process that helps organizations focus on developing and delivering near-
perfect services.
Why Sigma? The word is a statistical term that measures how far a deviates from
perfectionist. The central idea behind six sigma is that if you can see the “defects” that
you have in a process, you can systematically figure out how to eliminate close to “Zero
Defect” as possible.
Six Sigma has changed the DNA of may now the way they work.
Six Sigma incorporates the basic principle and techniques used in business, Statistic
and Engineering.
 Group 5 Presentation
Quality Standard and Employee Dimension

These three form the core elements of Six Sigma. Six Sigma improves the process
performance decreases variation and maintains consistent quality of the process output.
This leads to defect reduction and improvement in profits product quality and customer
satisfaction.
Six Sigma stands for Six Standard Deviations (Sigma is a Greek letter used to represent
standard deviation in statistics) from the mean.
Six Sigma methodologies provide the techniques and tools to improve the capability and
reduce the defects in any process.
Six Sigma methodologies improve any existing business process by constantly
reviewing and returning the process. To achieve this, Six Sigma uses a methodology
known as DMAIC (Define Opportunities, Measure Performance, Anaylze opportunity,
Improved performance, Control Performance).
 Group 5 Presentation
Quality Standard and Employee Dimension

The Six Sigma Tool Box is a comprehensive self-help set of documents for a system
under various conditions. It covers fundamentals and provides specific services and
processes with individual needs and goals. To achieve Six Sigma quality, a process must
produce no more than 3.4 defect opportunities.
An Opportunity is defined as a chance for nonconformance or required specification
“This means organization need to be nearly flawless in processes.
Six Sigma is a vision many organization strive toward and a Philos their Business culture.
At its core.
 Group 5 Presentation
Quality Standard and Employee Dimension

Six Sigma revolved around a few concepts.

Critical to quality: Attributes most important to the customer

Defect: Failing to deliver what the customer wants
Process Capability: What your process can deliver
Variation: What the customer sees and feels
Stable Operations: Ensuring Consistent, Predictable processes to improve sees and
feels.
Design for Six Sigma: Designing to meet customer needs and process cap.
 Group 5 Presentation
Quality Standard and Employee Dimension

THE SIX SIGMA: A COMPLETE PACKAGE

Fact Sheet - Six Sigma in a nutshell. This is a simple, concise overview phrases, and
concept and basic activities are summarized.
Overview Document - This document can be used to start discussion a explains key
concepts and touch on the training elements required. It is a fact Shee, but still easy and
quick to take in.
Building a Six-Sigma Organization - A document that pulls no punches commitment and
skills needed to ensure a successful initiative.
Defining Requirements - One of the most important aspects is under iniative is to
understand what the requirements for the initiative are. They helps the organization to
define its service requirements for any improve only can this document can be used to
collect thoughts on what is required. it can similarly be used for ther initiatives in HR, it
and other business.
 Group 5 Presentation
Quality Standard and Employee Dimension

HOW DO WE DEFINE PERFORMANCE AND WHY DO WE

MEASURE IT?
Despite the importance of performance appraisal, few organizations clearly define what
it is they are trying to measure. To design a system for appraising performance, it is
important to first define what is meant by teamwork performance.
Although a person job performance depends on some combination abilit, effort and
opportunity, it can be measured in terms of outcomes produced on specified job
functions or activities during a specified time period.
Obviously a sales representative would have some measure of actual sales as outcome
for a primary function of that job.
Customer service is likely candidate as another important function that would have very
different outcomes measure for defining performance.
 Group 5 Presentation
Quality Standard and Employee Dimension

College Professors are typically evaluated on three general work functions: teaching,
research, and service. Performance in each of these areas is defined with different
outcome measures.
Students are one source of data to evaluate the quality of teaching. The performance of
the job as a whole would be equal to the sum (or average) performance of the major job
functions or activities.
The functions have to do with the work that is performed and not be characteristics of
the person performing. Unfortunately, many performance appraisal system confuse
measures of performance with measure, traits, or competencies of the person.
 Group 5 Presentation
Quality Standard and Employee Dimension

PRESCRIPTIONS FOR EFFECTIVE PERFORMANCE

MANAGEMENT
Strive for as much precision in defining and measuring performance dimensions as is
feasible.
Define performance with a focus on valued outcomes.
Outcome measures can be defined in terms of relative frequencies of behavior.
Define performance dimension by combining functions with aspect of value (e.g
Quantity, Quality, Timeliness).
Link performance dimensions to meeting internal and external customer requirement.
Internal customer definitions of performance should be linked to external customer
satisfaction.
Incorporate the measurement of situational constraint.
Focus Attention on perceived constraint on performance.
 Group 5 Presentation
Quality Standard and Employee Dimension

Designing an Appraisal System

Appraisal can be either person-oriented or work-oriented. Effective performance
appraisal focuses on the record of outcomes and, in particular, outcomes directly linked
on an organization’s mission and objectives.

The Six Primary Criteria on Which the Value of Performance May Be Assessed

1. Quality
2. Quantity
3. Timeliness
4. Cost-effectiveness
5. Need for supervision
6. Interpersonal impact
 Group 5 Presentation
Quality Standard and Employee Dimension

Quality Performance in the Market Era

We may include contextual or citizenship performance in the interpersonal impact
category or outcomes. A good organizational citizen is an employee who contributes
beyond the formal role expectations of a job as might be detailed in a job description.

Contextual performance operates to either support or inhibit technical production

and can facilitate their translation into individual-, group-, and system level outcomes.
 Group 5 Presentation
Quality Standard and Employee Dimension

Measuring Overall Performance

While an overall rating approach where the rater does not distinguish
among the criteria is surely faster than making assessments on separate
criteria, the major drawback is that it requires raters to simultaneously
consider as many as six different aspects of value and to mentally compute
their average.
 Group 5 Presentation
Quality Standard and Employee Dimension

Performance Management and Compensation

Performance management programs may be focused at one or more of the
following organizational levels: individual performers, work groups or organizational
subunits, or the entire organization.

To motivate employees to improve their performance and achieve their target

goals, supervisors can use incentives such as pay-for-performance programs (e.g., merit
pay, incentives, bonus awards.
 Group 5 Presentation
Quality Standard and Employee Dimension

Internal Staffing
Performance appraisal information also is used to make staffing decisions. Many
organizations rely on performance appraisal data to decide which employees to move
upwards(promote) to fill openings and which employees to retain as a part of rightsizing
effort.

Training Needs Analysis

Most firms use appraisal data to determine employees’ needs for training or
development. Hundreds of companies, including Microsoft, IBM, and Merck, now use
multisource raters (e.g., subordinates, peers, clients) to evaluate their supervisors or
managers.
 Group 5 Presentation
Quality Standard and Employee Dimension

Research and Evaluation

Appraisal data also can be used to determine whether various human resource
programs (e.g, selection, training) are effective.
 Group 5 Presentation
Quality Standard and Employee Dimension

THE METHODS, TECHNIQUES, AND PROCESS OF

EVALUATION
There are three basic ways in which raters can make performance assessment.

1. They can make comparisons of rates performances.

2. They can make comparisons among anchors or performance level anchors and select
the most descriptive of the person being appraised, and
3. They can make comparisons of individual to anchors.
 Group 5 Presentation
Quality Standard and Employee Dimension

RATING FORMAT OPTIONS

COMPARISONS AMONG PERFORMANCES

Compare the performances of all rates to each anchor for each job activity, function, or
overall performances. Rater judgements may be made in one of the following ways:

Indicate which rate in each possible pair of rates performed closest to the
performance level descibed by the anchor or attained the highest level or overal
performance.
Indicates how the rate ranked in terms of closeness to the performance level
described by the anchor.
 Group 5 Presentation
Quality Standard and Employee Dimension

Indicate what percentage of the rates performed in a manner closest to the performance
level described by the anchor.
NOTE: The percentage has to add up to 100% for all the anchors within each job
activity/function).

COMPARISONS AMONG ANCHORS

Compare all the anchors for each job activity or function and select one (or more) that best
describes the rate’s performance level. Rater judgments are made in one of the following
ways:

Indicate which of the anchor fit the rate performances best (and/or worst.
 Group 5 Presentation
Quality Standard and Employee Dimension

COMPARISONS AMONG ANCHORS

Compare each rate’s performance to each anchor for each job activity or function. Rater
judgments are made in one of the following.

Whether or not the rate’s performance matches the anchor.

The degree to which the rate’s performance matches the anchor.
Whether the rate’s performance was better than, equal to, or worse than the described
by the anchor.
 Group 5 Presentation
Quality Standard and Employee Dimension

DEFINING THE RATER

Rating can be provided by rates, supervisors, peers, clients or customers, or high-level

managers. while most companies still give the supervisor the sole responsibility for the
employee’s appraisal, formal multi-rater systems are becoming quite popular. A growing
number of companies use formal self-assessments. the purpose is to encourage employees
to take an active role in their development.

With increasing frequency, organizations are concluding that multiple rater types are
beneficial for use in their appraisal system. Ratings collected from several rates, also known
as 360-degree appraisal system, are thought to be more accurate , have fewer biases, are
percieved to be more fair, and are less often the targets of lawsuits
 Group 5 Presentation
Quality Standard and Employee Dimension

The use of a 360-degree appraisal system is one of the characteristics of high-

performance work systems, which have been linked to superior corporate financial
performance.

The probable reason this approach is successful is that many of the rater types used.
(e.g, customers, peers) have direct and unique knowledge of a t least some aspect of the
rates job performance and provide reliable and valid performance information on some job
activities. In fact, the use of raters who represent all critical internal and external customer
contributes to the accuracy and relevance of the appraisal system.
 Group 5 Presentation
Quality Standard and Employee Dimension

Many organizations use self-subordinate, peer, and superior ratings as a comprehensive

appraisal before a training program. The Center for Creative Leadership in Greensboro,
North Carolina, requires all particulars in its one-week assessment center program to first
submit evaluations from superiors, peers, and subordinates. These data are tabulated by the
center and the feedback is reported to participants on the first day of the assessment center
program. Participants consider this feedback to be among the most valuable they receive.

Many companies now use external customer as an important source of information about
employee performance and for reward system.
 Group 5 Presentation
Quality Standard and Employee Dimension

ADDITIONAL RECOMMENDATIONS FOR IMPLEMENTING

A 360-DEGREE APPRAISAL SYSTEM.
INSTRUMENT ISSUES

Item should be directly linked to effectiveness on the job.

Items should focus on specific, observable behaviours (not traits, competencies).
Item should be worded in positive terms, rather than negative terms. Rates particulary
employees, may be less likely to respond honesty to negative items about their boss.
Raters should be asked only about issues for which they have firsthand knowledge.
 Group 5 Presentation
Quality Standard and Employee Dimension

ADMINISTRATION ISSUES

Select raters carefully by using a representative sample of people most critical to the
rate and who have had the greatest opportunity to observe his or her performance.
Use an adequate number of raters to ensure adequate sampling and to protect the
confidentiality of respondents.
Instruct respondents on how the data will be used and ensure confidentiality.
To maintain Confidentiality, raters should not indicate their names or other identifying
characteristic and surveys should be mailed back directly to the analyst in a sealed
envelope.
Alert and train rates regarding rates error.
 Group 5 Presentation
Quality Standard and Employee Dimension

FEEDBACK REPORT

Separate the result from the various sources. The rates should see the average,
aggregated result from peers, subordinates, higher-level managers, customers, or
another source that may be used.
Show the rate of self-rating as compared to the rating by others. This enables the rate
to see how his or her self-perceptions are similar or different from ther perceptions.
Compare the rate’s rating with other norm groups.
Provide feedback on items as well as scales so rates can see how to improve.
 Group 5 Presentation
Quality Standard and Employee Dimension

FEEDBACK SESSION

Used a trained facilitator to provide feedback on rates.

Involve the rate in interpreting his or her results.
Provide an overview of the individual strengths and areas of improvement.
Provide feedback on recommendations and help him or her to develop an action plan.

FOLLOW-UP ACTIVITIES

Provide opportunities for skills training in how to improve his or her behaviors
Provide support and coaching to help him or her apply what has been learned.
Overtime evaluate the degree to which the ratee has changed behaviours.
 Group 5 Presentation
Quality Standard and Employee Dimension

But when poorer performing companies receive benchmarking data that their
practices are significantly different from the best practices, and their managers set
radical, unrealistically high goals, employees have difficulty embracing the change and
may resist them. As a result, performance actually may decline.

These findings should not discourage managers from benchmarking their

practices. Instead, managers should be alerted to the types of goals they should after
receiving benchmarking data. Perhaps setting more realistic goals and gradually
increasing the difficulty of the goals would encourage employees. This is known as
shaping which is behavioral to a desired goal, or in this case, the benchmark.
 Group 5 Presentation
Quality Standard and Employee Dimension

To use shaping effectively in benchmarking practices, the following tips are offered:
1. Identify what is to be benchmarked (a process, product, services, etc.)
2. Identify comparable companies.
3. Collect data to precisely define the target goal. (Benchmark).
4. Collect data to determine the organization‘s current performance level againts the
benchmark.
5. Reduce the target to discrete, measurable, smaller steps or goals.
6. Train, as needed, any employees so that they can meet the smaller goals. (Subgoals)
7. Periodically provide feedback and use appropriate, valued reinforcers for meeting the
subgoals.
8. Increase the subgoals so that they are getting closeer to the target goal.
9. Recalibrate benchmarks periodically.
 Group 5 Presentation
Quality Standard and Employee Dimension

MALCOLM BALDRIGE AWARD

Malcolm Baldrige Award One popular form of benchmarking combining nicely with
public relations is to compete for awards that focus on product or service quality. The most
significant of such awards in the United States is the Malcolm Baldridge National Quality
Award. Established by the U.S. Congress in 1987, The Baldridge Awards is administered by
the National Institute of Standard Technology of the Department of Commerce. The U.S
president personally presents these prestigious awards in a ceremony in Washington D.C
The purpose of the Baldrige Awards is to promote national awareness of the importance of
total quality achievements.
.
 Group 5 Presentation
Quality Standard and Employee Dimension

Seven categories are used to assess quality management and improvement. These
are in order of points:
Business result (450)
Leadership (110)
Human resource development and management (100)
Process management (100)
Strategic Planning (80)
Customer and Market Focus (80)
Information and analysis (80)

The total number of points that can be obtaibed is 1,000

.
 Group 5 Presentation
Quality Standard and Employee Dimension

The seven categories are based on a set of core values and concepts, including the
importance of customer-driven quality, leadership, continuous improvement and learning,
employee participation and development, fast response, design quality, and prevention,
long-range view of the future, management by fact or date, partnership development,
company responsibility and citizenship, and result focus.

The Baldridge Awards allows any publicly or privately owned business in the United
States to apply, with the stipulation that only one division or submit of a company can apply
for the same awards category in the same year.
 Group 5 Presentation
Quality Standard and Employee Dimension

MALCOLM BALDRIDGE CRITERIA FOR - HR DEVELOPMENT AND MANAGEMENT

5.0 Human Resource Development and Management (100 points)

5.1 Work System (40 points)

Describe how the company’s work and job design and its compensation and
recognition approaches enable and encourage all employees to contribute effectively to
achieving the company’s performance and learning objectives.
 Group 5 Presentation
Quality Standard and Employee Dimension

A. WORK AND JOB DESIGN

How to work and job, including those of managers at all levels in the company, are
designed, organized, and managed to ensure:

i. Opportunities for individual initiative and self-directed responsibility in designing

managing, and improving company work processes.
ii. Flexibility, cooperation, rapid response, and learning in addressing current and
changing customer and operational requirements.
iii. Effective communications, and knowledge and skill sharing across work functions,
units, and locations.
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Quality Standard and Employee Dimension

B. COMPENSATION AND RECOGNITION

How the company’s compensation and recognition approach for individuals and groups,
including managers at all levels in the company, reinforces the overall work systems,
performance, and learning objectives.

5.2 Employee Education, Training, and Development (30 points)

Describes how the company's education and training address key company plans and
needs, including building knowledge and capabilities, and contributing to improved
employee performance and development.
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Quality Standard and Employee Dimension

a. Employee Education, Training, and Development

i. How education and training address the company's key performance plans and needs,
including longer-term employee development objectives.
ii. How education and training are designed to support the Company's approach to
employee jobs Include how the company seeks input from employees and their managers in
education and training design.
iii. How education and training, including orientation of new employees, are delivered.
iv. How knowledge and skills are reinforced on the job.
v. How education and training are evaluated and improved, taking into account company
performance, employee development objectives, and costs of education and training.
 Group 5 Presentation
Quality Standard and Employee Dimension

5.3 Employee Well-Being and Satisfaction (30 points)

Describe how the company maintains a work environment and work climate that supports
the well-being, satisfaction, and motivation of employees.

A. WORK ENVIRONMENT

How the company maintains a safe and healthful work environment. Include how
employee well-being factors such as health, safety, and ergonomics are included in
improvement activities. Briefly describe key measures and targets for each important
factor. Note significant differences, if any, based upon different health and safety factors in
the work environments of employee groups or work units.
 Group 5 Presentation
Quality Standard and Employee Dimension

B. EMPLOYEE SUPPORT SERVICE

How the company supports the well-being, satisfaction, and motivation of employees via
services, facilities, activities, and opportunities.

C. Employee Satisfaction
How the company determines employee well-being, satisfaction, and motivation. Include:

i. A brief description of formal and informal methods used.

ii. How the company relates employee well-being, satisfaction, and motivation results to
key business results and/or objectives to identify improvement activities.
 Group 5 Presentation
Quality Standard and Employee Dimension

MAJOR ADMINISTRATIVE ISSUES TO CONSIDER IN

PERFORMANCE MANAGEMENT
1. FREQUENCY AND TIMING OF FORMAL APPRAISALS
Numbers of times per year.
Time period
2. RATING/ DATA COLLECTION MEDIUM
Computerized data collection/data tabulation/ Integration into database.
Hard copy for personnel file and sign off?
Use of technology for performance data collection and monitoring.
Computer programs that can monitor rater rating tendencies
 Group 5 Presentation
Quality Standard and Employee Dimension

1. TRAINING PROGRAMS

For raters, rates, administrators

Scheduling/Assessment/Follow-up

2. METHOD OF FEEDBACK

Feedback via computer versus scheduled session

Feedback based on comparison to other employees/companies
Formal feedback sessions with supervisors, team, consultant, coaches.