Problem description and analysis Description: using session 4 of Book 2 as a guide I shall describe a particular situation with a ember of staff at Potters Holiday Resort where I was employed as Ten-Pin and Arcade Manager. In this role I had to train and monitor 6 members of full and part- time staff and liaise with the Human Resources Manager. The staff member in question had told me he wanted to leave the company and go on a tour of Australia with his girlfriend, but hadn’t yet set any date to leave. In the meantime his worked slacked and he was often late to turn up and early to leave.

This was having an immediate impact of the other members of staff and the department as a whole. The there members of the team felt resentment as they felt that they were carrying the individual and despite my conversations to the member of staff in question he did not improve his attitude. A written letter was issued after several one on one conversations had taken place about the timeshare not accurately reflecting his hours worked and his tardiness. The employee then wrote an expletive-strewn message on the bottom of the timeshare for all the other staff (and some guests) to all see.

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So when I asked him about it he started to argue with me. I felt I had no option but to dismiss him there and then. Analysis: Using Book 2 and reflecting on the situation I can see a better solution to the problems mentioned. A meeting to appraise the employee concerned when the problems TLS arose may nave prevented ten solution getting out AT nana Ana t other staff voicing their concerns. The main issue seemed to be that the employee was determined to leave anyway so his attitude towards his position had changed for the worse.

Although the company was already utilizing 3 monthly appraisals, monthly meetings with all the team did not always occur. This was due to having to close the department to hold the meetings and not all staff could always attend. However, that said, in the appraisals the employee had been noted that he needed to improve his timekeeping and quality, but that he felt that he wanted to be trained further so he could have a more senior role. The problem there was that a) he needed to improve first to show he would contribute more towards the department and b) there were no other more senior positions available.

In the example 4. 1 with South African Breweries the employers used workshops to ensure the employees are ware of the standards required and how they should be maintained Monsoons, 2000). Management appraisals and upwards feedback would have been most beneficial in this instance as the employee clearly felt that he was being undervalued and as the Line Manager I should have passed on the problem up to Human Resources to address at a higher level, such as disciplinary action or monitoring, when my first requests for the employee to improve were ignored.

Evened and Anderson (1992, pop) outline the three-way benefits of having this type of appraisal system. Furthermore, I should not have felt that an instant dismissal was relevant in those circumstances; however the HARM upheld my decision after a review as the employee had been given ample opportunity to improve and the message he had written on the timeshare was derogatory. Recommendations In this instance, although on the surface it would appear that correct procedure was being followed, there was clearly an issue that needed addressing early on.

A formal appraisal or interview with the member of staff when the issues were raised by the other team members would have ensured that a) all the teams’ concerns were being dressed and b) the employee was given a better understanding of what was acceptable and how he impacted on the department as a whole. Furthermore, an action plan with the employee with regular meetings rather than a casual, friendly approach would have given better feedback on my role as the Department Head and, should any improvement been shown, a constructive training programmer been introduced to give a more pro-active response.

If the employee had a particular project to focus on, he would have felt more responsible which would have then motivated them more and boosted their morale. This would be an example of Incidental Learning (Book 2, page 57) as the employee would have been involved with in-house projects and not outside learning. This, in turn, would have developed closer monitoring and better management feedback.

As his manager I should have also had a more professional and structured approach to the situation and issued a verbal and written warnings if the attitude of the employee continued to decline, rather than letting things slide for a considerable time. Part of this was also due to the employee already expressing his desire to leave, but having not given a formal ate or notice. Information Using Google I found 2 sites with information on programmer and articles for assessments Ana development Tort Duskiness’s we site 1 nntp:// www. Assassinates. Com/trained. HTML (sourced 26th November 2013) Website 2: http://horologic. Ca/hrs-toolkit/learning-implementing. CFML (sourced 26th November 2013) The first website offers a number of different approaches to training and development and implementation. Also available through the website are several exercises and methods to develop skills and performance improvements. The second Bessie explains fully how to use the different methods and resources and why they can be effective.

Both websites appear trustworthy and have business models to choose from. Word count: 1098 References Johnson, 2000 Book 2, page 50 Open University South African Breweries Evened and Anderson, 1992, Book 2, page 53 Open University Three-way benefits of appraisal. TAMA 02 part 2 TGIF Discussion on “Work: Pleasure or Pain? ” It was interesting noting what each individual student found as either pleasure or pain in their work. Most seemed to look back on past employment when talking about main – obviously a reflection on why they are still not in that employment.

What was most noteworthy, I think is that no-one seemed to look upon their work as a chore or drudgery. There were several references to training and rewards; subjects we later covered in Session 4. Not many people seemed to find anything creative in their Jobs but there were many comments about paperwork, timetables and upper management being the “pains”. Its hard though to get a full measure of people’s work environment when many only put a 5 line answer on the forum!