There are lots of resources and employees use that effectively and efficiently for gaining organizational objectives

Section A

Introduction

The employee is the asset of an organization. in the organization, there are lots of resources and employees use that effectively and efficiently for gaining organizational objectives. In that sense employee is the driver of the organization. an organization needs to keep skilled labor in the organization (Martocchio, 2011). but basic salaries are not sufficient to keep them. An organization keeps the employee through different motivations. The motivation may be economical( bonus, profit sharing, insurance) noneconomic ( appraised, giving special responsibility, etc). this easily addressed that basic salaries are not sufficient to keep a talented employee in the organization.

Basic pay is not enough to attract and retain talented employees. Critically discuss other benefits and rewards being offered by employers.

An organization wants to control employee turnover in the organization, especially skilled and experienced employees. The employee of the organization always searches for the better benefit for his serving the organization. in the modern era, employees are faster and they are satisfied with their basic pay. They want to special something from the organization. when an employee does not get more benefits from the existing organization then they want to switch to another organization. and organizational employee turnover increases (Okeke et al., 2019). A new employee sees several benefits of the organization rather than the basic pay and existing talented employee are dissatisfied without other benefits of the organization. a talented employee is an asset of the organization because the organization builds the talented employee by training so skilled labor should be kept by the organization. in the globalization era, employee compares their benefits with others' organizational benefits and if they feel that they get less than others, then the employee is dissatisfied, and organizational productivity decreases ultimately the organization can not gain profit.

To keep performance and attract talented employees an organization needs compensation strategies that motivate employees as well as keep organizational expense low (Aln?aç?k&Aln?aç?k, 2012). Different types of compensation satisfy employees and increase the productivity of the organization.

Intrinsic Compensation

Instruction compensation means the non economical compensation that eep employee in the organization. here an employee can gain personal development that helps to do organizational work. the elements of the intricate compensation are discussed

Skilled variety

Organization train the employee based on the organizational needs. In the organization, there are many tasks, and employees are trained for specific tasks that make organizational product ability as well as employee quality.

Autonomy

Here the organization gives the employee a special responsibility for the special qualities of the employee. The employee gets the responsibility and applied the experiences that he gains from his past (Terera&Ngirande, 2014). That also motivates the employee to keep the organization.

Feedback

Feedback from the employee enhance productivity. Here an employee can use gained knowledge in the work. when the employee gets feedback he can resolve the problem. That ensures the future productivity of the employee.

Extrinsic compensation

this is the monetary and nonmonetary compensation. Here an employee's economic benefits as well as noneconomic benefits from this type of compensation. Some extrinsic compensation is presented

Basic pay

This is the very common pay that an organization pays to the employee of the organization. mainly basic pay based on hourly and annual. The basic pay consist of some others pays such as home rent, merit pay, seniority pay, incentive pay, etc. those types of pay increase the basic pay of the employee. Here the employee feels that the basic pay they should normally get (Armstrong &Murlis, 2007). This pay does not motivate them to keep the organization. the employee wants more because they are more quality. Sometimes the employee is motivated by the other's pay.

Seniority pay

When the organization pays the employee based on seniority. A senior employee is more experience than the new one so the senior employee gets more (Zwick, 2012). That emphasizes the employee to keep performance as wee as an organization.

Merit pay

Employee is very happy when he gets merit pay from the organization. this may influence an employee to see the organization is own. And productivity increased randomly.

Incentive pay

Every year some organization pays incentives to employee. The incentive increases the basic pay of the employee. That motivates the employee to keep the organization and new employees want to join the company.

Profit sharing

This is the modern term of the employee to keep the organization. some employee share profit with the employee (Han et al., 2015). That motivates the employee to keep in the organization.

Insurance

Different types of insurance motivate to people keep the organization. employees want security in the workplace and insurance to ensure security (Tladinyane& Van der Merwe, 2016). There are different types of insurance such as life insurance, medical insurance, disability insurance, etc.

Retirement plan

This is an important issue of employee benefits of the employee. Employees are normally motivatedfor future benefits when they will be unable to do something.

Benefits of employeesarenoncashcompensation such as health care coverage, life insurance, fringe benefits, paid time off, social security, and other specific benefits. Here an organization is an influence to do better services without noncash. Benefits arenot linked with employee performance. On the other hand, rewards are provided based on employees’ performances. Rewards may be cash or noncash that motivate them to an employee doing their work properly (Boisclair et al ., 2017). A critical discussion about benefits and rewards is presented below:

For a successful business,an organization needs employee engagement in the organization. employee’s engagement increasethrough organized benefits and rewards (Rice et al., 2017). All the largest companies are more concerned about employee benefits and rewards because the employee is the driver of the organization. some organizations should concern that keeping expenses small.

Conclusion

The employee is a crucial part of the organization. they are converters to making resources to complete products. That’s why an organization needs to keep talented employees in the organization as well as attract new experienced employeesthrough benefits and rewards. Today's basic pay is not sufficient to keep the employee in the organization needs to provide some benefits like insurance, shelter, leave with pay, and a retirement plan. not only benefits the organization needs to provide some rewards profit sharing, merit pay, seniority, etc.

References

Armstrong, M., &Murlis, H. (2007). Reward management: A handbook of remuneration strategy and practice. Kogan Page Publishers.

Martocchio, J. J. (2011). Strategic compensation: A human resource management approach. Pearson Education India.

Okeke, M. N., & Ikechukwu, I. A. (2019). Compensation management and employee performance in Nigeria. International Journal of Academic Research in Business and Social Sciences, 9(2), 384-398.

Aln?aç?k, E., &Aln?aç?k, Ü. (2012). Identifying dimensions of attractiveness in employer branding: effects of age, gender, and current employment status. Procedia-Social and Behavioral Sciences, 58, 1336-1343.

Terera, S. R., &Ngirande, H. (2014). The impact of rewards on job satisfaction and employee retention. Mediterranean Journal of Social Sciences, 5(1), 481.

Boisclair, D., Lusardi, A., & Michaud, P. C. (2017). Financial literacy and retirement planning in Canada. Journal of Pension Economics & Finance, 16(3), 277-296.

Han, J. H., Bartol, K. M., & Kim, S. (2015). Tightening up the performance–pay linkage: Roles of contingent reward leadership and profit-sharing in the cross-level influence of individual pay-for-performance. Journal of Applied psychology, 100(2), 417.

Tladinyane, R., & Van der Merwe, M. (2016). Career adaptability and employee engagement of adults employed in an insurance company: An exploratory study. SA Journal of Human Resource Management, 14(1), 1-9.

Rice, S., Winter, S. R., Doherty, S., & Milner, M. (2017). Advantages and disadvantages of using internet-based survey methods in aviation-related research. Journal of Aviation Technology and Engineering, 7(1), 5.

Zwick, T. (2012). Consequences of seniority wages on the employment structure. ILR Review, 65(1), 108-125.

Section B

Introduction

360-degree feedback is the feedback that counts all parties' feedback. 360-degree feedback is a very popular tool for measuringthe performance of employees because here collecting feedback from all angel. An organization will be succeeded by satisfying all stakeholders of the organization, feedbacks is the method of measuring all viewpoints about organizational performance (Kanaslan&Iyem, 2016). In this process, feedbacks collect from the boss, suppliers, peers, subordinates, and other stakeholders. This section discussed 360-degree feedback in the organization.

Critically evaluate the use of 360-degree feedback in a manager's performance appraisal.

Feedback makes employees effective and efficient. The concept of 360-degree feedback is defined in a variety of ways by a wide range of writers. "Feedback from numerous sources," sometimes known as "360-degree feedback," is a method of evaluating a worker's performance by gathering opinions from a wide range of people, including their managers, peers, direct reports, customers, vendors, and even their spouses (Nowack&Mashihi, 2012).The manager of the organization wants to create a profitable business. The organization will be profitable when all stakeholders are satisfied with the business. 360 is the tool for measuring perform,ance of the organization where all stakeholders participate in feedback from their viewpoints. A manager can know his performance from 360-degree feedback. If there is something that is a problem then the manager can improve his weakness by this method (Pfaff et al., 2013).

A manager collectsand gets feedback from all parties are shown here. All parties are crucial parts of the organization. when all parties are satisfied the ultimately organization gains success (Tee & Ahmed, 2014). A manager needs to keep happy all parties. The feedback helpsthe manager to identify the gap in their happiness. Then the manager willfulfill the gap. This is a very effective tool for measuring employees’ performances in the organization. The feedback is collected by survey. the survey may be services and post services. In this performance measuring method, individual answers can’t be identified as feedback rather than averages from the different rating groups. The feedback was collected by a trusted third party(Hammerly et al., 2014). The third party’s information is essential to the development f the organization. here the problem finds out and the organization needs to a solution to the problem imminently and continuously in the organization.

Top management

Top management observe the manager and measures the performance of the organization and finds out the activities gap and suggests to improve. 

Customers

The customer of the organization provides feedback about the service of the organization, employees' approaches, and the environment of the organization.

Peers

Peer isanemployees of the organization, sometimes they notice something very important to the manager to improve organizational performance. Peers are more knowledgeable about the organization (Nurudeen et al., 2015).

Suppliers

Suppliers are the external stakeholders of the organization. They provide some essential feedback that helps to improve organizational performance.

360-degree feedback is the approach to measuring the performance of the organization. the approaches have some strengths and weaknesses that are discussed below:

Strength

Development tools

This is a self-awareness performance measurement approach. Here the employee knows their strength, weakness, beliefs, and motivation. When the employee knows their weakness then the employee can improve the weakness at that time (Nowack&Mashihi, 2012). here the employee can identify the training that needs to for developed.

Multi sources

In this process the manager gets from multi-sources that are more effective because when getting the boss, customers, suppliers, and peers' feedback then the manager can get an effective decision for the next step.

Method of outcomes

The 360-degree feedback process evaluates the procedure rather than the result. In the end, it's more essential to do things the proper way even if they don't turn out the way you want them to since nothing is certain and by concentrating on the process you increase the likelihood of achieving the desired result (Fleenor et al., 2020).

Large team or autonomous workers

This approach is important in autonomous or large teams because the leader can’t able control. When a manager gets feedback the manager can decide between them. next time the employee will work properly because of this approach.

Addressed personally

In this process address employees personally, that’s why all employees will be aware of every performance of the organization.

Employee development

Here employees get personal feedback so there is a scope for the personal development of each employee. The boss gets each employee's faults and he suggests to improve here emp[employee can easily improve the quality.

Company competencies

Both the company's topic and its responders will benefit from a strengthening of the company's core skills (Corbin, 2012). Survey takers will be asked questions designed to jog their memories about the kinds of actions and principles the organization values.

Weakness

Conflicting feedback

There are different parties so all feedbacks are not true.Different pieces of input may seem to contradict one another, and there may be no way to tell which is most reliable.

Concentrating on negatives

Organization work on the weakness of employee and avoid the strength or weakness of the organization (Tee & Ahmed, 2014). The organization needs to utilize the strength of employees because this caring is more valuable for the organization.

Importance of leader

This method is very important to the organizational leader. Because the leader can know the organizational performance from many viewpoints. And the leader can take effective decisions for the organization. but sometimes leaders feel that the input of the organization is not important. That’s why they ignore and face big problems in the organization but others organization take is serious that issues.

Smaller organization

360-degree feedback is less effective in the small organization because the manager can maintain all things of the organization.

Costly and time-consuming

The approach is so costly and time-consuming because there are lots of parties and have to collect data from them (Meenakshi, 2012). That’s why some organizations abode the methods for measuring performances.

Personal feedback

This method provide personal feedback rather than constructive feedback. So sometimes feedback is not correct for a specific group of employees.

Conclusion

360-degree feedback is an essential method of the employee performance of the organization. here the methods focused on the specific employee rather than the whole organization. the tools are good because counting all stakeholders during measuring performance. 360-degree feedback helps to develop employees of the organization. the strength and weaknesses of 360-degree feedback are included here. this method is very essential in large groups or autonomous workers' organizations.

References

Kanaslan, E. K., &Iyem, C. (2016). Is 360-degree feedback appraisal an effective way of performance evaluation. International Journal of Academic Research in Business and Social Sciences, 6(5), 172-182.

Nowack, K. M., &Mashihi, S. (2012). Evidence-based answers to 15 questions about leveraging 360-degree feedback. Consulting Psychology Journal: Practice and Research, 64(3), 157.

Pfaff, L. A., Boatwright, K. J., Potthoff, A. L., Finan, C., Ulrey, L. A., & Huber, D. M. (2013). Perceptions of women and men leaders following 360?degree feedback evaluations. Performance Improvement Quarterly, 26(1), 35-56.

Tee, D. D., & Ahmed, P. K. (2014). 360 degree feedback: an integrative framework for learning and assessment. Teaching in Higher Education, 19(6), 579-591.

Hammerly, M. E., Harmon, L., &Schwaitzberg, S. D. (2014). Good to great: using 360-degree feedback to improve physician emotional intelligence. Journal of Healthcare Management, 59(5), 354-366.

Nurudeen, S. M., Kwakye, G., Berry, W. R., Chaikof, E. L., Lillemoe, K. D., Millham, F., ... & Haynes, A. B. (2015). Can 360-degree reviews help surgeons? Evaluation of multisource feedback for surgeons in a multi-institutional quality improvement project. Journal of the American College of Surgeons, 221(4), 837-844.

Nowack, K. M., &Mashihi, S. (2012). Evidence-based answers to 15 questions about leveraging 360-degree feedback. Consulting Psychology Journal: Practice and Research, 64(3), 157.

Fleenor, J. W., Taylor, S., & Chappelow, C. (2020). Leveraging the impact of 360-degree feedback. Berrett-Koehler Publishers, Incorporated.

Corbin, A. K. (2012). 360-Degree Feedback. Available at SSRN 2288194.

Tee, D. D., & Ahmed, P. K. (2014). 360 degree feedback: an integrative framework for learning and assessment. Teaching in Higher Education, 19(6), 579-591.

Meenakshi, G. (2012). Multi source feedback based performance appraisal system using Fuzzy logic decision support system. arXiv preprint arXiv:1203.1882.

Section C

Introduction

Employee equity opportunities are the right of an employee. An organization should practice employee equity because that motivates to an employee for increase productivity. An organization gain objectives profit and business growth. Employee rule is very important for gaining the objectives (Greenberg, 2018). Mainly an organization should maintain employee equity, diversity, and inclusion. Because in the organization there are different types of people are worked. an organization needs to motivate all employees with equal opportunity.

Critically evaluate the benefits and drawbacks of taking an ‘equality of opportunity approach to managing EDI

In the organization, there are different, sex, color, nation, religious people are worked. All employees work the gaining organizational objectives. And all employees want to equal treatment based on their talents and post in the organization. when an organization treats itself unequally the employee of the organization are demotivated and organizational productivity decreased. The government of the UK published an act 2010 for labor equity in the organization(Acharya et al., 2013). in the act 2010, the government published and addressed labor’s equity, diversity, and inclusion. While legal systems vary from country to country, the United Kingdom's Equality Act of 2010 protects individuals based on nine factors. The factors were included in the UK 2010 law. The factors are age, sex, marriage, pregnancy, race, religion, disability, beliefs, gender discrimination, sexual-related issues, etc. the legal system is different from country to country and the UK protects labor rights based on the nine factors (Bailis& Baka, 2013). If any organization breaks the roles then the government protects them.

In this ease explore employee equity, diversity, and inclusion ( EDI) in the workplace. These strategies help to gain organizational objectives. Recruiting, selecting, retaining, and communicating employees are just some of the areas covered, along with the actions organizations may take to build and maintain a successful EDI strategy in addition to instruction on how to deal with problematic employee conduct and how to evaluate success. In the successful business UK Tesco follow the act of labor 2010 properly (Stone et al., 2020). In the organization, lots of people are employed here and all employees get equal treatment from the boss. For that, the employee of the organization are more motivated and increase the productivity of the organization.

Equality opportunities

In the organization, equity means ensuring equity in participating, accessing, and decision-making in the organization. in this method, the organization creates an environment for the employee to participatein all things equally. Equity ensures individual rights in the organization based on talent and experiences. The act of 2010 reduces the inequity, discrimination, and disadvantages of the organization (Arneson,  2018). In the minds of some, equality is receiving the same treatment as everyone else. This is a wildly erroneous reading, however, since "color blind" policies may be just as discriminating as "color blind" policies that emphasize differences. Having the same rights does not mean that everyone should be treated equally (Kirton & Greene, 2021). The pursuit of a level playing field in terms of results is central to the concept of equity.

Diversity

In the organization, there are lots of different types of people working in the organization. they come from different cultures, races, color, countries, sex, religions, etc. all employee has the same opportunities in the organization. specialists say that diversity in the organization helps to take a decision (Kirton & Greene, 2021). Because the employee thinksthe same things from a different viewpoint of the organization. that helps to increase profitability. It's crucial to remember that having a diverse workforce and just tolerating differences are insufficient; instead, individuals must feel empowered, have a feeling of belonging, and safety to contribute their thoughts and opinions and realize their full potential.

Inclusion

Inclusion is the culture in the organization that people feel in the organization established. When all opportunities get employees fairly then the employee's belief in mind is called inclusion. This is very necessary to establish in the organization.

Equity, diversity, and inclusion (EDI) are needed for a successful business. The advantages and disadvantages of (EDI) are discussed.

Advantages

Promotes diversity

In the organization equity is the soft corner for the organization. because an organization can advertise by mentioning the equity in the organization. that helps to organizational royalty to the customer.

Right development opportunities

This is the right development opportunityfor the organization because here different types of employees stay in the organization (Burt, et al., 2013). they get the same opportunities and they are motivated and have organizational productivity.

Good organizational reputation

Normally some organizations donot practice equality the organization. when an organization practices the theories. Their organizational reputation increased and increase customers.

Increase employee engagement

In this step, the employee of the organization more engage in the organization because they get the same facilities from the organization. all employees get opportunities to make a decision.

Talented employees

In the organization, there is a hugely talented employee. A manager needs to adjust them to the organization (Zetkas et al., 2016). here the organization has to ensure equality facilities for all employees.

The organization can’t improve the organization without providing equal positions to all employees of the organization.

Disadvantages

Hard to remove the policy

In the organization, there are some roles and regulations of the organization. when the organization ensures equity and then breaks the rules and regulations. This is the challenge of the organization to break the rules.

Lower quality

When an organization ensuresequity the organization has to give equal opportunities to the employee (Woolf & Aron, 2013). Here is the problem because all employee has the same qualities ultimately lower outcome arise in the organization.

Create some special policy

For ensuring equality times the organization has to create a special policy for the minority employee. That is more costly and time-consuming.

Hard to adjust: all employees come from different regions, so organization adjustment is ao difficult because of differences in sex, religion, religion, etc.

Conclusion

Equality is the right of an employee of the organization. when talking about equality of the organization then an organization bears in mind the diversity and inclusion of the organization. equality is the process where an organization ensures equal opportunities for all employees the organization. equality influences organizational reputation as well as organizational performance. But establishing equality in the organization is a challenge to the manager of the organization.

References

Greenberg, J. (2018). Employee theft as a reaction to underpayment inequity: The hidden cost of pay cuts. In Occupational Crime (pp. 99-106). Routledge.

Kirton, G., & Greene, A. M. (2021). The Dynamics of Managing Diversity and Inclusion: A Critical Approach. Routledge.

Acharya, V. V., Baghai, R. P., & Subramanian, K. V. (2013). Labor laws and innovation. The Journal of Law and Economics, 56(4), 997-1037.

Bailis, R., & Baka, J. (2013). Constructing sustainable biofuels: governance of the emerging biofuel economy. In The New Geographies of Energy (pp. 138-149). Routledge.

Stone, R. J., Cox, A., & Gavin, M. (2020). Human resource management. John Wiley & Sons.

Arneson, R. J. (2018). Equality and equal opportunity for welfare. In The Notion of Equality (pp. 237-253). Routledge.

Kirton, G., & Greene, A. M. (2021). The Dynamics of Managing Diversity and Inclusion: A Critical Approach. Routledge.

Burt, R. S., Kilduff, M., &Tasselli, S. (2013). Social network analysis: Foundations and frontiers on advantage. Annual review of psychology, 64, 527-547.

Woolf, S. H., & Aron, L. Y. (2013). The US health disadvantage relative to other high-income countries: findings from a National Research Council/Institute of Medicine report. Jama, 309(8), 771-772.

Zetkas, E., Harahap, F., & Edi, S. (2016). AnalisisPemahaman dan KesulitanBelajarSiswaMateriBioteknologiBerdasarkanIndikator Kelas IX SMP Se-Kota Padang Sidempuan. Jurnal Pendidikan Biologi, 5(3), 154-159.