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CHAPTER 3 STRATEGIES OF HRD - Coggle Diagram
CHAPTER 3
STRATEGIES OF HRD
COACHING
Workplace coaching
process of equipping employees by tools, knowledge, and opportunity they need to fully develop and give their best for them and to the company.
2 activities of coaching
COACHING ANALYSIS
analyzing the performances
COACHING DISCUSSIONS
FACE TO FACE communications between employee and supervisor
-solving problems
help employee to improve their performances
COACHING AND PERFORMANCE MANAGEMENT
make sure all the employees work in a manner and achieve the organization's goal and give the fullest effort
the majority of the organizations have a sort of performance appraisal system.
ROLES OF PROFESSIONAL HRD
Providing training in the coaching process.
Ensuring that the coaches have the interpersonal skills needed to be effective.
ROLES OF SUPERVISOR
occurs within the context of an ongoing relationship between employee
The primary role of managers and supervisors in team-based organizations is that of coach.
COACHING TO IMPROVE POOR PERFORMANCE
3 ISSUES
The definition of poor performance.
How coaching analysis can be conducted to determine the cause of performance problems or issues.
How the coaching discussion can be used to improve performance.
POOR PERFORMANCE
A behavior must be evaluated with respect to some standard or expected level of performance.
If the behavior meets or exceeds the standard, then it is typically considered good.
If the behavior fails to meet the standard, it may be considered poor.
4 TYPES OF DWB
Property Deviance
Political Deviance
Production Deviance
Personal Aggression
Deviant Workplace Behavior (DWB)
Voluntary behavior that violates significant organizational norms, and in doing so threatens the well-being of an organization and to the employees