development and training

Any company that can satisfy all of the expectations of its employees is known as an employer of choice. A company that qualifies as an employer of choice is able to recruit, inspire, and retain highly skilled individuals. Because of this, employees receive rewards, conditions, and opportunities. They find it challenging to hunt for work at other companies. Employees choose to remain with the company as a result (Chatterjee, 2009). The corporate setup of employee expectations needs to follow best practices for employees to stay in a group. Like in a company that deals with construction the practices should involve the welfare of the employee and the condition set for work. The organisation should consider the environment in which it put its employee and also supply the appropriate gears needed in such working condition. Apart from looking at the employee welfare, it is also important for the corporate to look into other matters such as training, coaching, assessment, consulting, and facilitation and above all communication.

Communication

Littlejohn and Stephen, (2010) define communication as the imparting or exchanging of information or news between individuals. Most firms’ employees fail to deliver what is need of them by their employer because of lack of communication on what is expected of them. In most cases, supervisors fail in communication as they assume they have communicated clearly which in most cases turn that they have not. And for any organisation to get the performance they desire depends on clear and explicit communication concerning the anticipation of the employee and also getting a definite commitment to do what is expected. Therefore, good communication is also a part of best practices in setting employees expectation in any organisation.

Regular staff check-ins and tracking progress

Any organisation should create processes for regular staff check-ins and track progress. Through these processes, it will be easier to keep records on employee turn-up to work, and the time they report to work. Through it, the supervise can know which employees are committed to their work and also those who are not, as for how they report to work is very important in case there is any promotion position in the company. Also, tracking of progress is essential in any organisation as this helps in knowing how far the firm has gone with individual projects. Like in a construction company by tracking progress a supervisor can know how many days are needed to roof a building which is determined by the number of workers on the site. By tracking progress, it is also easier to know the employees who participated in which project and also how they performed, which is also helpful to HR department in case there is promotion vacant in the organisation.

Engaging employees

Kampaso and Sridevi, (2010) when employees fail to engage fully in their activities and resources are not addressed properly it causes lack of efficiency and productivity in an organisation. Therefore, it is vital for every film to engage their employees in increasing productivity, profitability, and customer services. In some cases body may introduce workshops and coaching sessions, as training improve business performance, profit and staff morale, it also helps in building a good relationship between colleagues through team work.

Performance evaluation

It is important for an organisation to recognise and reward its employees based on their performance. For the process to be effective, an organisation should set up a performance evaluation process which is welcomed, instead of dreaded. Through the process, the film can measure employee’s performance by assessment. Through it, an employee receives ratings which are based on the supervisor’s observation and classification performance, which typically is directly impacted by the amount of the employee’s salary or wage increase. It helps to monitor the employee's performance and if they are working towards the desired results. Also through it, an organisation can note the employee’s attitude, efficiency, and their work product over the period of their employment (O’Leary and Deegan, 2005)

A1. Performance Outcomes

Performance outcome measures is a management tool which is used in organisations to clarify goals, of the program and the services to the client (Woolley, 2009). Performance outcome helps in tracking the progress of the chosen activities in accomplishing specific goals, objectives, and also outcomes (Chenhall, 2005).

Construction Supervisors

A building supervisor plays a significant role in managing an organisation workforce as he/she ensures that the firm has had high productivity, quality and safety results. For a supervisor to be active, he/she needs to have excellent leadership skills. He/she should be able to communicate productivity expectation to the employees, should be able to coach, counsel workers to be able to meet the set goals. Above all, a supervisor should also be able to learn how to balance the need for production and concern for workers. Balancing of production and care for workers involves four frameworks. They include:

1. A supervisor may have low concern for both the workforce and productivity. It normally displeases both management and the workers, when a situation like this arise the probability of the supervisor not staying in his/her job for long is very high as the expectation of any organisation is that he/she is capable of handling both productivity and workforce.

2. Another framework is where the supervisor has high concern for people, but little interest in production. This kind of director frequently please the workers as the way they work is not well supervised, and they can get away with some of the mistakes they make. This kind of supervisor wants the employees but upsets the management and does not last in an organisation for long.

3. The third kind of director is the one who has high concern for productivity but has little regards to the workforce. That sort of leader helps an organisation to meet it short term goals but fails to achieve its long term goals as workers are dissatisfied, leading to turnovers and absenteeism which hinders with the long terms of the film.

4. The fourth kind of supervisor is balanced high concern for both productivity and workers. With this kind of a director, it is the best framework for the projects in most cases goes beyond the set productivity goals, as there is the involvement of an engaged workforce.

To be a good construction supervisor one needs to have management skills above all have leadership skills.

Construction Laborers

Construction labourers are the individuals who do the manual work at the construction site. According to Barg et al., (2014) it is essential to motivate construction labourers, that is to provide a drive to act to satisfy needs or desires. For a building worker not to leave an organisation among the motivation provided to him/her, their warfare should be well taken care of, that is an institution should provide the needed protective gears to the individuals and also have insurance for their health cover which shows that their health is well taken care off. Through this kind of measurement, a construction labourer cannot be absent or even fail to report to work.

A2. Employee Performance Expectations

For any employee to perform well in their occupation, they need to know what is expected of them by the management. They should have a description of the job, whereby they are aware of the essential functions, tasks and responsibility of their job. They should also know the framework of the general areas of knowledge and skills which they should have to be successful in their jobs. In most cases performance expectation is more than the job description, they do not just revolve around issues such as what goods and services should the job produce or what are the firm values the employee must demonstrate. Rather when engaged in discussing performance expectation an employee should be able to understand why the situation exists and where it fits in the company and its relation to the firms and the objectives of the department.

B1a. Best Practice for Observation

According to Baker, (2006) observation is the act of observing something or someone to gain information. In construction, the observers’ duty is to conduct an on-site observation of work during each visit and report how the work is progressing. He /she also perform a spot check, as required to confirm that the work is being done according to the plan and also the record in the construction drawing. He/she also performs a test which is also a program requirement, check materials for conformance to substantial and changes. It is also the duty of the observer to inform the contractor and project manager if any material being used does not meet the contract's specifications. Also, an observer does not make any changes in the approved work. Instead, he/she notifies the design engineer, project manager and the staff for the changes to be authorised.

B1b. Best Practice for Coaching

Coaching is the act of directing, instructing, and training an individual or a group of people, with the objective of achieving some set goals or help them develop specific skills (Bachkirova and Kauffman, 2009). In construction, coaching is essential as it helps the coach and the coachee to be able to understand each other and also develop a relationship with coaches. Understanding of each other in the field of construction is good as one can know who she/she is working with in the individual department. The coach in the building site is the project manager, and they too should not supervise but also set a good example of helping out in the construction as this motivate the other workers.

B1c. Best Practice for Feedback

Giving feedback is a good practice in an organisation especially in Construction Company. As it is an important tool for shaping behaviours and also fostering learning that drives better performance in future. The best way of giving feedback on a construction site should be done daily or often to help the worker develop.

B2a. Policy for Observation

The system of inspection ensures that all inpatients levels of representation within trust be allocated appropriately to their needs. In construction, an observer system is to be familiar with all aspects of the project plans and specification. Also, the policy states that the monitor should inform the project manager of any additional testing equipment, which will be needed in the project.

B2b. Plan for Coaching

Coaching plan should guide colleagues, who are taking one to one coaching sessions, and it applies to internal and external coaching assignments. It should aim at enhancing the performance and learning ability of others and also enable them to help themselves. In construction the coach should be someone who is within the organisation and has leadership skills as external coaches should not be used and neither should they be funded.

B2c. Policy for Feedback

In feedback, it is good to be specific about the situation by telling the person in question what he /she has done. Also, it is nice to avoid judging the person intently. It is also good to prevent statements like “you always…” or “you never….” As they point out the person is always a failure. It is also good to point out at the impact of the behaviour, by telling the individual how the behaviour is affecting the team and the business and also as the supervisor. The policy also points out that the supervisor should inform the person what he/she should do differently. It is also good to ask a question on the issue as the individual may have acted in the manner due to reason.

C1. Errors in Observation and Evaluation



1. Similarities errors – this is errors made by managers as they sometimes rate some employee more favourably since they similarly perform duties as they do.

2. Contrast error -this is mistakes that managers make when they evaluate individuals based on their gender, race, age or sexual orientation.

3. insufficient listening – this error occurs mostly during feedback giving as most supervisors do not understand that apart from providing feedback they too should listen to the employee's reasons.

4. negative approach- in some cases managers evaluate performance by using negative approach, this most of the time occur if the employee has not complied with the managerial feedback.

C1a. Strategy for Management

Problem or Bias Management Strategy

1.lack of set objectives

setting objectives

2.lack of analysed competitive

Analyzing the competitive

3.lack of evaluated strategies

Evaluating strategies

4. lack of analysed internal organisation

Analyzing the internal organisation



C2. Characteristics of Performance Appraisal System

1. A performance evaluation should have clear objectives that are the objectives should be clear and precise.

2. The data given in a performance estimation should be valid and reliable

3. A performance assessment should have well-defined performance criteria.

4. A performance estimate should be economical and less time-consuming.

5. A performance estimation should initiate follow up.

C3. Party Contributing Information

1. Observer

2. Supervisor

C4. Strategies for Performance Reviews

1. Set the expectation up front

2. Give specific, tactic feedback

3. Ask plenty of questions

D1. Current Reward System

Currently, construction companies are coming up with formulations and implementation of strategies and policies, with the objective to pay workers fairly and equitably based on the value they put in the company.

D2. Modifications to Current Reward System

1. By giving employee regular and helpful feedbacks which help an employee improve their work performance.

2. Organizations are conducting training sessions such as coaching and workshops which help employees to understand their behaviour.

D3. Strategies to Improve Work Performance

1. Giving regular feedback

2. Having coaching sessions and workshops.



References

Barg, J. E., Ruparathna, R., Mendis, D., &Hewage, K. N. (2014). Motivating workers in construction. Journal of Construction Engineering, 2014.

Baker, L. (2006). Observation: A complex research method. Library trends, 55(1), 171-189.

Bachkirova, T., & Kauffman, C. (2009). The blind men and the elephant: using criteria of universality and uniqueness in evaluating our attempts to define coaching.

Chatterjee, N. (2009). A study of organisational culture and its effect on employee retention. ASBM Journal of Management, 2(2), 147.

Chenhall, R. H. (2005). Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: an exploratory study. Accounting, Organizations and Society, 30(5), 395-422.

Kompaso, S.M. and Sridevi, M.S., 2010. Employee engagement: The key to improving performance. International journal of business and management, 5(12), p.89.

Littlejohn, S. W., & Foss, K. A. (2010). Theories of human communication. Waveland Press.

O’Leary, S., & Deegan, J. (2005). Ireland’s image as a tourism destination in France: Attribute importance and performance. Journal of travel research, 43(3), 247-256.

Woolley, A. W. (2009). Means vs. ends: Implications of process and outcome focus for team adaptation and performance. Organization Science, 20(3), 500-515.