responsibility to enhance why they attach incentives in the form of rewards to such
performance. If it’s a one time task and not at all needed later on then financial rewards
can promote the purpose effectively. But if it is needed all time then either the
organization has to continuously reward the performance with financial incentives which
may become costly and unmanageable, or it has to resolve to other strategy that should
prior an alternative good enough to replace financial reward. Given the circumstances
career development of the employees could be used as an alternative. Highlighting
organizational support to career development process Simonsen says:
If career development is a component in the performance management
process, and there is structure for that to occur on a cyclical basis, the
development component will build a better rapport and enrich the outcome
for both manager and employee. (1997)Step: 5. Develop Employee
According to Harrison:
Various tools can be used for staff development, including in service
training, career planning workshops, and counseling and assessment
services. At this stage, managers may place employees with high potential
on the “fast track.”(Cheryl, 1989)As required what ever tools the organization may use for development that suit
the circumstances, actually contributes to employee career development.
In a learning organization context the need for development is high and therefore, it
resort to using variety of tools for individual development.
If the organization is willing to spend so much on the development of the
employees and the return on such huge investments are not as expected then it is sheer
waste of resource and would carry a negative impact on the organization development.
Low return on investment means that the process of development has not effectively