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Does He Know His Job And Do It Well

In determining the factors that do influence worker effectiveness, there are five important inter-related criteria that work together to produce or impede effectiveness; They are: (1) efficiency, (2) adaptability, (3) integration, (4) satisfaction, and (5) achievement.

Efficiency

In any measure of worker effectiveness, you must first assess the worker's efficiency in carrying out his work assignments. Why? Because the efficient worker is essentially one who optimally utilizes his resources to produce maximum output.

The fact that most managers attach a great deal of importance to efficiency is indicated by the frequent implementation of cost-improvement and cost-effectiveness programs, in which workers are financially rewarded for devising more productive ways to operate. In an era when the growth rate of many industries has fallen off, an organization's profits are often maintained only through the optimal use of its resources. For many organizations, therefore, operating at maximum efficiency has become a necessity.

Adaptability

Because of the accelerated pace of advancing technology, organizations must adapt to environmental changes in order to survive. Today's worker must also be adaptable, in order to accept frequent changes in work methods and operating procedures, on either a temporary or a permanent basis. Depending on the situation, an adaptable worker (1) anticipates operational problems before they actually occur and develops workable strategies to solve these potential problems, or (2) remains continually aware of new technical developments in his field of competence. A worker's effective adaptation to an increasingly complex work world requires his ability both to plan for change and to change his plans.

Integration

In this context, integration means the quality of a worker's interaction with others in the organization. A well-integrated worker is one who facilitates and promotes organization, coordination and control. Achieving effectiveness through coordination and control involves searching for an optimal balance of organization resources - since excessive resource imbalances can easily ruin productivity.

The integrated worker seeks optimal coordination and control through (1) the avoidance of conflict, (2) the effective resolution of conflict through developing solutions that reduce or eliminate enmity among the people involved, (3) effectiveness in interpersonal communication, and (4) conformity to major organizational policies, norms, and regulations.

Satisfaction

A sense of satisfaction with the job is often necessary in creating and maintaining a worker's effectiveness.

Without it, few incentives will encourage his continuing productivity. High morale and job satisfaction among workers can facilitate such desirable organizational objectives as individual and group goal attainment, worker confidence and competence, and reductions in turn-over and absenteeism.

Achievement

The effective worker is an achiever. Whether his goals are restricted to a high level of output or include more abstract ones like getting a promotion, increasing power and responsibility, or receiving recognition from higher management, he has an established record of goal attainment. Unlike the ineffective worker who is continually frustrated in achieving his long-and short-range plans, the effective worker usually experiences great satisfaction as he finishes one project and goes on the next.

Measuring effectiveness

Who is the effective worker? Based on the five criteria of effectiveness described above, the effective worker:

- Carries out his work assignments efficiently.

- Adapts to changes in task requirements.

- Avoids interpersonal conflicts that impede his work progress.

- Expresses satisfaction with his job.

- Achieves his work goals.

How can you objectively rate an employee when you have trouble being objective about such relatively subjective factors as worker efficiency or job satisfaction? You won't have to worry about making subjective evaluations if you use a peer-evaluation scale.

Instead of relying on one subjective evaluation, you can get a more comprehensive picture of each worker's attitudes and accomplishments by averaging several of his co-workers' evaluations.

After co-workers complete the test, average the responses for each rated worker to get a total consensus score. Say, for example, that Juan dela Cruz received ratings of 29, 27, 24, and 18. His average score would be 24.5. Average scale scores ranging from 22.5 to 30.0 generally indicate effective performance. You may also want to get total individual scores for each scale item. For each, a score in the range of 4.5 to 6.0 indicates relative effectiveness.

By using the peer-evaluation scale, you can accomplish two important supervisory goals: (1) identifying effective workers in your department or work group (useful for determining raises and promotions, and for making other personnel decisions) and (2) highlighting an individual worker's strengths and weaknesses.

With this information, you can develop more appropriate career paths for your people and formulate incentive plans to encourage or reinforce the areas in which they are effective.

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