Sustainable Talent Management Term Paper Example | Topics and Well Written Essays - 1500 words

Sustainable Talent Management - Term Paper Example Similarly, an equal and good-willed organizational culture is needful for the realization of organizational success, given that a transparent and committed executive arm of an organization makes decisions that will affect the HRM’s and the entire organization’s effectiveness. 1. Determining the Performance Management Process to Be Employed to Measure Employee Talent On a personal standpoint, the best performance management processes for measuring employee talent are those that are envisioned in the management by objectives [MBO] model. Management by objectives is a model used to carry out performance appraisal, following its introduction by Peter Drucker in the 1950s. This involves the manager and the employee agreeing upon specific and achievable objectives that are to be met within a given deadline. However, to achieve utmost effectiveness and a more comprehensive view, it is important to merge the MBO model with the organizational performance vs. individual performan ce management model. In this model, the extension of incentives to the staff, the development and management of employees' talents is placed in the hands of the human resource [HR] performance management system, since this engagement is a major influence on strategic change and operational performance (Gardner, 2006). Organizational performance vs. ... For instance, measuring the best employee talent in the MBO must factor performance target, just as organizational performance vs. individual performance management model involves the HR department setting performance target [goals], at the individual and organizational level. Shukla (2009) contends that it is from the two models or a merger of the two models that there can be specific performance appraisal, to determine the attainment of organizational performance target. Without the factoring of performance target, an organization can never ascertain the extent of the performance gap that it has attained, or the extent to which it has met the performance target. Because of this, it becomes equally impossible to accurately apply correctional measures [such as training programs and workshop drives] to help seal performance gap and strengthen talent. Likewise the extension of incentives [such as promotions, increased remunerations, acknowledgement and/ or scholarship] becomes subject to whims, since determining those who attain performance target becomes obscured. 2. Analyzing the Key Concepts Related To the Talent Pools and the Talent Review Process There are key concepts that are related to talent pools and the review talent review process. One of these concepts is talents. Closely related to the desired talents is the observation of meritocracy and an open, transparent and competitive recruitment drive. Talent is key to the talent pool and talent review process since it encompasses the desired traits, gifts, qualifications and behavioral predispositions that are directly and indirectly applicable to the attainment of organizational goals. Likewise, in the absence of an accountable and competitive recruitment process, it becomes

Business Law #4 Case Study Example | Topics and Well Written Essays - 500 words

Business Law #4 - Case Study Example The "mirror image rule" states that if you are to accept an offer, you must accept the offer exactly, without modification. If you change the offer anyway, this is a counter offer that kills the offer (Uniform Commercial Code, Section 2-207). An offer and acceptance is one of the elements used to determine whether a contract exist between two parties. Offer is defined as may be defined as an expression of willingness to contract on certain terms, made with the intention that I shall become binding as soon as it is accepted by the person to whom it is addressed. Acceptance, on the other hand, is a final and unqualified expression of assent to the terms of the offer ("Offer and Acceptance - Acceptance"). As the general contract law principles which are applicable in almost all jurisdictions, the offer by the person making the offer (offeror) must be accepted without qualification or further negotiation by the other party to whom the offer was made (offeree). Once an offer was made, the offerre can respond in four ways: accept, reject, make a counter offer, or do nothing.