Performance Management is the term used to describe the process set by an organisation to ensure all employees are aware of the level of performance expected of them in that role, as well as any individual objectives they will need to achieve to achieve overall organisational objectives. You will find that most organisations will have a performance management system in place; however, the difference will be whether the organisation has adopted an informal or formal approach towards their employees. It is not uncommon for smaller organisations, due to the nature of their business, not to have specific documented processes in place.
As well as the Universities, many of the Polytechnics also offer undergraduate degree programmes. This Act was designed There have been some notable events such as the Mining Strikes early last century and the Waterfront dispute however conciliation and arbitration have consistently been the means for the resolution of disputes.
The last forty years have seen a significant shift in the nature of the employment relationship. This legislation legitimised the assumption of conflict and enshrined in law the requirement to seek legal resolution to disputes. This Act was a radical departure from previous approaches and enabled employees to negotiate individual contracts with their employers.
The result was a sharp decline in Union membership and a virtual absence of industrial action.
The Act has reinstituted a focus on collective contracts, mediation based on the interests of the parties and bargaining in good faith. It is too early at this point in time to assess the impact of the legislation on although the behaviour of parties in recent subsequent industrial action has not appeared to demonstrate an ability to grasp the code of good faith and has tended to focus on a distributive rather than integrative lines of mediation.
Into the 21st century The object of this Act is to build productive employment relationships through the promotion of mutual trust and confidence in all aspects of the employment environment and of the employment relationship.
The Act aims to do this by recognising that employment relationships must be built on good faith behaviour; and addressing an assumption of inequality between the parties to the relationship in terms of bargaining power.
The Act promotes collective bargaining; and the protection of the integrity of individual choice. It also sets out to promote mediation as the primary problem-solving mechanism with the aim of reducing the need for judicial intervention.
The ERA follows 10 years of an employment relations environment that promoted individual employment contracts and a desire to provide more freedom for employees to negotiate their own contract. This had led to a sharp decline in the number and membership of Trade Unions.
These he suggests are key advantages for a new economy and our challenge is to lever greater wealth from our natural resources while also building new value propositions and initiatives that blend comparative advantage with competitive advantage.
There has been a rapid rise in the number of films and television series being produced by offshore sponsors in New Zealand, taking advantage of our unique unpopulated landscape and the light conditions. Increasingly value will not just be found in tangible assets. We will need to get increasingly better at measuring intangible value such as intellectual and structural capital.
This change also challenges the accepted wisdom and business models of today where labour works for capital. This will tip over to capital working for labour as talented people with choices make selective decisions about how they work and whom they work for.
We are already seeing this role reversal with talented people with choices, reference checking and selecting organisations and leaders. In light of these propositions, there are new challenges emerging for New Zealand HR professionals: Achieving growth in a highly competitive marketplace. Value chain analysis of employee motivation, customer satisfaction, product to market processes, distribution and service channels.
Evaluation of the strength and relative quality of internal processes. The capabilities that will create value for organisations are typically found in formal and informal networks of people and communities of practice working together across business and organisational boundaries.
People will innovate, adapt and overcome if they are allowed to. Focusing on relationships between business units and teamwork between people to get results. Organisations will have to migrate to critical new capabilities, requiring new sets of talent that is not presently available in high concentration.
Early identification of these talent sets will provide a key competitive advantage.
Organisations will need to develop the ability to deploy and redeploy the right people quickly. This is happening quickly and is characterised by: We are moving into a labour market where there are now sellers as well as buyers.The Human Resources Institute of New Zealand Human Resources Institute of New Zealand (HRINZ) is the professional body for those involved in Human Resource Management and the development of people.
HRINZ represents the interests of 3,+ individual members who make up around 45% of the known New Zealand HR market. In addition, human resource management challenges must be defined and solutions determined in order to succeed. Today's Top 10 Human Resource Management Challenges Due to the fluctuating economy as well as local and global advancements, there are many changes occurring rapidly that affect HR in a wide range of issues.
Last updated 06 December Human Resources Management Country Profiles NEW ZEALAND HR Management Practice selection panels. The State Sector Act The New Zealand Journal of Human Resource Management (NZJHRM) is a peer-reviewed electronic journal using the Internet to collate, review and publish original material on the development and practice of human resource management in New Zealand and the South Pacific region.
The Human Resources Institute of New Zealand Human Resources Institute of New Zealand (HRINZ) is the professional body for those involved in Human Resource Management and the development of people.
HRINZ represents the interests of 3,+ individual members who make up around 45% of the known New Zealand HR market. Title Describe human resource management in organisations in New Zealand Level 5 Credits 10 Purpose This unit standard is intended as an overview of human resource management (HRM) specific to the New Zealand environment, and is intended for non-specialists or for specialist HRM people new to this environment.