Human resource and workforce metrics
The critical points made by the author concerning human resource and workforce metrics include the performance, cost per hire, and absence. Production of the workforce is determined by measuring the output level of the employees. The human resource of the organization can use the performance of the workforce to device a rewarding system that can further improve on their output level. If HR can take part in tracking the absence, then that will be a useful metrics of how productive the workforce is (Kerr, 1995). However, the parameters will not indicate how the employees are productive during the working hours but will show how mad hours they dedicate to their business. When the human resource understands how much it costs the organization to hire one individual, it will be possible to isolate and test the different sections of the recruitment pipeline.
The author has been persuasive in making the critical points of the metrics through the use of examples in different disciplines and sections of the economy. For instance, the author has used models from the university set you, business ventures, medicine doctrine, in war, and even politics. One of the strengths of performance metrics is that it enhances quality among the employees, and the rewarding system is based on their outputs. However, the parameters are disadvantageous as it may reduce the quality of services provided. Employees may focus on increasing output levels to earn more and neglect the quality of service they give (Kerr, 1995). Absence, on the other hand, is advantageous as it provides an overview of the working hours. But it is disadvantageous as it can only be used in active working hours. Cost per hire metrics is advantageous as it can be used to determine where cost savings in the business can be made—one of the disadvantages that it requires special skills to monitor the fluctuations.
One of the points that I find new is the use of absence as metrics in the determination of a rewarding system for the workforce. I knew that rewarding systems should be based on the performance and behavior of the employees. However, the absence of the employees can be a gauge for hypocrisy as a cause. The rewarded might have been getting the needed act, notwithstanding the idea that the idea was not desired. One of the most common behavior is rampant absenteeism among the employees (Kerr, 1995). The absenteeism may be a result of a lack of motivation. Also, the new concept is that the lack of motivation among the employees that are making them not to come to work can do well. The rewarding system in play is working towards the behaviors of the employees instead of what they are looking for. The best strategy if for the human resource to establish the kind of action that is being rewarded.
The manager can use the insights in the article to improve on the quality of their human resource and the workforce analytical processes through the implementation of the appropriate rewarding system. Most of the employees are not indifferent to each other (Kerr, 1995). Hence, in the absence of formal reinforcements, there is a likely hood that some of the employees will care about appropriately doing their job. In such a situation, the human resource will not cause the behavior desires; instead it will be a fortunate bystander. Hence, the manager should take the insights and make sure the HR is acting upon the workforce processes of the employees. He or she will ensure that the rewarding system should focus on the positive reinforcement of the desired behavior and not in constituting an obstacle that needs to be overcome. Also, several managers focus on the establishment of simple standards that qualify against the measure of rewarding performance (Kerr, 1995). From the insights of the article, the actions can be successful in areas that are highly predictable within the organization. Thus, the manager should be careful as the implementation of such measures is likely to result in the displacement of the goals is allocated somewhere else.
If I were to provide feedback to the author, I would suggest that they focus on the various rewarding systems as a way of improving the paper. There are different rewarding systems that various organizations used based on the motive of the goals. The article has only focused on behavior and the drive towards rewarding systems for employees. But employees are rewards for several other things such as contributions made to the organization and not only their mode of conduct. If the paper could incorporate the various rewarding systems, then it would be possible to have a better understanding of the motives being employees’ level of performance and how best to improve them. More so, the different rewarding systems will give an elaboration on why some good policies cannot be applicable in a given section of the economy but would best suit another article.