employee rating aspects of poor people management practice can be related

employee rating - aspects of poor people management practice can be related to the phenomenon known to as the idiosyncratic rater effect which tells us that my rating of you on a quality such as potential is driven not by who you are but instead by my own idiosyncrasies how they define potential how much of it one thinks someone possesses and how one regards his/her capacity to rate other. individuals are often influenced by our belief in people as reliable raters we have their ratings of performance of potential of perceived points of strength and we use these ratings to decide who gets trained on which skill who gets promoted to which role who gets paid which level of bonus and even our alignments between our people and business strategies.

Organizations make great assumption that these rating actually reflect the capacities of individuals being rated and as such labor related decisions made thereafter. Had it been that organizations didn't believe the outcomes of the ratings and felt them invalid critical questions would be raised if we thought for one minute that these ratings might be invalid then we would have to question everything we do to and for our people.

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how we train, reward, promote and deploy our people all of it would be suspect (evans tourish 2017) spirituality and the work environment, implies a significant role of personal conscience choice morality and emotions in organization that is often ignored. the framing of human interaction only in the context of economics is grossly erroneous.

the reference to workplace spirituality is derived in part from the importance of work organizations in everyday work life of many people. Since people, in the nature of life, spend a significant period of time in the work environment where similarly, they also harness relations and friendships. the emergent realities such as an observation rampant downsizing and key changes in the implicit job environment create a more market like relationship between parties in the work environment. increased turnover the turmoil and uncertainty created by mergers and buyouts more people working as temporaries and contractors and more frequent changes in company ownership have created less loyal and committed and angrier and more disaffected employees ali 2005 people are increasingly working in places characterized while alive to fear pressure and impermanence that has resulted in lower job satisfaction and disengagement as well as greater lack of trust in management. Organizations are meant to be values based and values driven and subsequently designed to last and are thereby able to engage the hearts and the minds of their people. relatively few organizations actually permit people to fulfill their spiritual needs at work evidence points to beneficial connections between workplace spirituality and enhanced individual creativity more ethical and honest behavior a greater sense of personal employee fulfillment resulting in increased commitment to organizational goals. behaviors consistent with building spirituality in the workplace and are related to leader effectiveness with noting that a leaders demonstration of spiritual values such as integrity honesty and humility have been found to be out rightly related to leadership success. As such, management practices and leader behavior that are consistent with building workplace spirituality seem to counteract a lot of the negative attitudes and behavior that bedevil contemporary work organizations pfeffer 2010 bad labor practice some companies do not adhere to compliance with the codes of conduct in order to concentrate on improving the working environment. these instances occur in situations where workers have limited choice of job environment due to high unemployment rate. More over labour turnover sometimes is very high as well and employers do not provide appointment letter to the workers. some establishments choose not to provide appointment letters/contract letters identity cards and employee handbooks as well as inadequate health safety and security working conditions. poor labour management such as lower wage rate late payment of wage inadequate overtime allowance low house rent allowance gender discrimination lack of training inadequate promotion high work load absence of effective performance appraisal poor relationship between workers and supervisors insufficient safety and security condition relocation among different floors lack of self-respect lack of workers participation in decision making and compelling workers to achieve target ghoshal 2005 wrong metrics in appraisal conventional appraisals prioritize hierarchy over intrinsic motivation distrust over trust and the importance of individual effort over that of building sustainable cooperative systems. the advantage of organizations over markets may lie not in overcoming human pathologies through hierarchy but in leveraging the human ability to take initiative to cooperate and to learn; it may also rely on exploiting the organizations internalized purpose and diversity to enhance both learning and its use in creating purposeful and innovative adaptation. organizations do not question the value of regular informal communication and two-way feedback. but to be effective these need to be informed by different values based on trust and a diminution of power differentials within the workplace buckingham 2015 gender based biases in people management the reality that the social organization of most jobs are gendered means that who gains access to skilled jobs and how skilled those jobs become are not simple reflections of sex differences in investment choices. all players in the work environment participate in the social organization of production including the decision regarding which individuals and jobs receive training. while these differences may exist they are unlikely to exist independently of the opportunities available in concrete workplaces. access to on the job training is about the willingness of coworkers to train and of employers to hire people into jobs with long training periods. being a woman seems to be a major barrier to on-the job training. women with aspirations to high earnings may find they have to follow the education route because of exclusion from more informal training opportunities in many workplaces tomaskovic-devey skaggs 2002