1Human Resource Management
Courtney Roberts
Southern New Hampshire University
Human Resource Management
09/11/2022
2
Human Resource Management
Section 1: Answering Questions
The human resource function should be integrated with an organization’s strategic
strategy since it ensures that the organization has the appropriate people in the right place at the
right time. The human resource function must know the organization’s goals and objectives and
the skills and competencies necessary to achieve them (Zhang & Lam, 2015). By aligning the
human resource function with the firm’s strategic plan, the organization can ensure that it is
making the greatest use of its human capital and that its personnel is aligned with its overall
goals and objectives.
The present worldwide conditions in Maersk’s sector considerably influence human
resource management techniques inside the firm. The most significant circumstance is the
present global economic slump. As a result of the recession, several businesses have been forced
to reduce their personnel or declare bankruptcy. This has put a lot of pressure on human resource
managers to find methods to cut expenses while maintaining a high productivity level
(Groysberg & Abbott, 2013). Maersk has responded to this difficulty by establishing a lean
management system. This technique is intended to remove waste and cut expenses while
maintaining high levels of quality and production (Zhang & Lam, 2015). In addition, Maersk has
undertaken a variety of other cost-cutting initiatives, such as outsourcing and personnel
downsizing. These strategies enabled Maersk to stay profitable during the crisis and have
positioned the business to be much more successful when the economy rebounds.
Section 2: Discussions
There are a few important distinctions between internal and external candidate
recruitment and selection. When a firm recruits internally, it already has a decent notion of the
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candidate’s talents, competencies, and work ethic. This is because the candidate already works
for the firm; hence the employer has firsthand knowledge of the individual. When recruiting
externally, the organization must rely on the candidate’s résumé and interview to determine their
talents, abilities, and work ethic. Furthermore, because they are already aware of the company’s
culture and principles, internally recruited candidates may easily adjust to them. External
candidates, on the other hand, may require some adjustment time to the company’s culture and
values (Groysberg & Abbott, 2013). Another significant distinction is that internal candidates are
often less expensive than externally recruited ones. This is because internally recruited
individuals do not need the firm paying for things like recruiting fees, sign-on incentives, and
relocation expenses (Zhang & Lam, 2015). Finally, because they are already a part of the
organization, internally recruited candidates may have an easier time gaining support from other
employees. Because they are unfamiliar with the organization, external candidates may have
difficulty gaining buy-in from other employees.
Maersk has been a global leader in the marine business since its inception. With a fleet of
over 700 boats, the firm has risen to become the world’s largest container shipping operator,
operating in 130 countries (Groysberg & Abbott, 2013). Maersk is well-known for its creative
business style, devotion to safety and environmental sustainability, and emphasis on customer
service. Maersk has had to attract and choose new personnel aligned with the organization’s
vision and aims to preserve its position as a leading maritime firm. The organization has
succeeded in this attempt by employing various recruitment strategies, such as online job ads,
employee recommendations, and campus recruiting. Maersk has also successfully screened and
chosen people with the requisite abilities and traits for success in the organization.
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The Maersk recruiting process is excellent in attracting and hiring qualified people.
However, there are certain things that might be better. Maersk, for example, should give
candidates additional information about the company’s culture and principles (Groysberg &
Abbott, 2013). Furthermore, the corporation might better orient new workers to the organization
and assist them in understanding their role’s requirements. The Maersk recruiting process may be
even more effective in attracting and keeping top talent with a few small changes.
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References
Groysberg, B., & Abbott, S., (2013). A.P. Møller – Maersk Group: Evaluating Strategic Talent
Management Initiatives: https://www.hbs.edu/faculty/Pages/item.aspx?num=42713
Zhang, A., & Lam, J. S. L. (2015). Daily Maersk’s impacts on shipper’s supply chain inventories
and implications for the liner shipping industry. Maritime Policy & Management, 42(3),
246-262.
1
Comprehensive Review on Management Functions
Courtney Roberts
Southern New Hampshire University
OL 211
October 15, 2022
2
Comprehensive Review on Management Functions
Introduction
The A.P. Moller-Maersk Group is a sizable, multifaceted corporation with a broad range
of activities and interests. The group’s long-term strategic objective is to top the global integrated
logistics market. This objective is significant since it shows the company’s dedication to
dominating the worldwide market. A.P. Moller-Maersk Group must have efficient and effective
HR operations and practices to accomplish this goal (Lima, 2021). The HR department
significantly influences the company’s capacity to draw in, nurture, and keep elite talent. The
department is in charge of developing and putting into action policies and plans that support the
business’s strategic objectives (Khan, 2017). For instance, the HR division might create
initiatives to draw in and keep personnel with the qualifications and practical experience required
to support the company’s strategic objective (Khan, 2017). The division may also design training
and development programs to assist staff in acquiring the abilities and understanding required for
success in their positions. A.P. Moller-Maersk Group will be better positioned to realize its
strategic aim of becoming the top integrated logistics provider in the world by having efficient
and effective HR operations and practices. This document explains a thorough analysis of the
HR strategy that integrates staffing, training, compensation, and employee evaluation with the
strategic objectives of the A.P. Moller-Maersk Group.
Training
The role of training in achieving A.P. Moller-Maersk Group’s strategic goals
The Organization offers a wide range of training programs for its employees, from
onboarding programs for new hires to specialized programs for individuals working in particular
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sectors (Lima, 2021). These initiatives seek to give staff members the tools they need to succeed
in their jobs and contribute to the business’s overall success.
One of the
company’s main objectives is to be the dominant force in the international shipping
sector. The business needs a team that is highly competent and aware of the shipping sector to do
this (Mulang, 2015). The Organization offers training programs to assist employees in learning
about the shipping industry and acquiring the skills necessary to succeed in their positions.
The business also wants to improve its Sustainability. The company needs staff members
who are knowledgeable about sustainable practices and can assist the company in putting these
principles into effect to accomplish this (Malik, 2018). Thanks to the company’s training
programs, employees can learn about sustainable practices and get the skills necessary to aid the
business in being more sustainable.
The benefits of training for employees and Organizations
There are numerous advantages to employee training for the Organization and the
individuals. Employees who have received the necessary training may do their duties more
quickly and effectively. The Organization consequently saves time and money as a result.
Additionally, trained staff members are more likely to enjoy their work and be in the company
longer.
Turnover is lessened, which saves money and causes disruption in the workplace. Other
types of staff training are also advantageous to businesses. Employees that have received
training, for instance, are better able to deal with demanding situations or difficult customers
(Mulang, 2015). This may enhance the reputation of the company. Additionally, training can
increase employees’ feelings of value from the company, improving motivation and morale.
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The challenges of training in a global organization
When developing and delivering training in a global organization, several obstacles exist
(Malik, 2018). The training material must, first and foremost, apply to all personnel, regardless
of location. This cannot be easy because employees may have various job duties, levels of
expertise, and roles. The cultural context in which the training will be provided must also be
taken into account. It is crucial that the training is created to be culturally responsive because
different cultures have distinct values, beliefs, and methods of doing things.
Making sure the training is offered in a way accessible to all staff presents another
problem (Malik, 2018). This may entail offering training in various languages or employing
various delivery modalities (such as face-to-face, webinars, and e-learning) to accommodate
various learning styles. In order to organize training at times convenient for the employees, it is
also crucial to consider the various time zones in which they are situated.
The future of training at A.P. Moller-Maersk Group
The corporation will probably continue investing in training and development to ensure
that its staff has the skills they need to succeed. The future focus for the company is likely to
include digitization (Mulang, 2015). The A.P. Moller-Maersk Group is already a leader in this
field, becoming more significant in the commercial world. The corporation will likely continue
investing in digitalization training for its staff to be at the forefront of this significant movement.
Sustainability is another issue that the business is expected to prioritize in the future. The
A.P. Moller-Maersk Group is already a leader in this field, another taking on greater significance
(Lima, 2021). The corporation will likely continue investing in sustainability training for its staff
to be at the forefront of this significant movement.
Staffing
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The role of staffing in HR
In HR, staffing plays a crucial role in any company’s performance, but the A.P. Moller-Maersk
Group is one exception. A.P. Moller-Maersk Group, one of the most extensive and varied
transportation firms in the world, employs people worldwide (McGlashan, 2018). The business
needs a strong HR team to locate and hire the best individuals to manage this workforce
efficiently.
The A.P. Moller-Maersk Group’s staffing team determines the qualifications needed for each
position inside the Organization. They collaborate closely with the hiring managers to fully grasp
the unique requirements of each department before identifying the most qualified applicants to
fill these positions (Greer, Carr & Hipp, 2016). The hiring team is responsible for finding
applicants and executing the selection and interview processes. The A.P. Moller-Maersk Group’s
success depends on the role that staffing plays in human resources. The business keeps its
position as a top transportation provider by locating and hiring the best employees.
The benefits of staffing
Having a dedicated human resources team has many advantages. First, it gives the
business more control over the hiring procedure (Greer, Carr & Hipp, 2016). They can ensure
they are only hiring the best applicants and weed out those who would not be a good fit for the
business. It also offers staff a more excellent caliber of service. They expect their worries to be
promptly addressed and their questions to be answered more rapidly.
Finally, it can aid in the quicker resolution of any potential problems. For instance, the
human resources team can attempt to find a speedy solution if there is a problem with an
employee’s benefits. The advantages of staffing in human resources are evident overall
(McGlashan, 2018). The A.P. Moller-Maersk Group has discovered that keeping these
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operations in-house is more advantageous and offers a number of benefits for the business and its
employees.
The challenges of staffing
When it comes to hiring its HR department, the corporation has a variety of difficulties.
The first step for the business is to identify HR specialists with the training and expertise
required to function in a big, complicated organization. Additionally, the Organization needs to
locate HR specialists knowledgeable about its numerous businesses and can support staff there.
To satisfy the demands of its workers, the business must also make sure that its HR department is
adequately staffed.
The business must also ensure that its HR division is adequately staffed to address
employee needs. The department must have the skills and resources required to assist staff
members in advancing their careers and resolving workplace conflicts (McGlashan, 2018). Third,
the business needs to develop an efficient and successful HR structure. The department must be
able to manage the company’s employee data, offer assistance to workers, and handle benefits
administration.
The future of staffing
The A.P. Moller-Maersk Group’s hiring prospects are pretty favorable. The business has a
solid reputation and brand and can draw in and keep top people (Lima, 2021). The business is
also continually innovating and taking a proactive approach to its HR policies and practices. For
instance, among the first businesses to adopt flexible working arrangements, A.P. Moller-Maersk
Group is now a strong proponent of the concept.
A.P. Moller-Maersk Group will continue to participate significantly in the shipping and
energy sectors in the future (McGlashan, 2018). The business will continue to invest its human
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resources and innovate in this field. The A.P. Moller-Maersk Group’s staffing future appears to
be highly promising, and the business is well-positioned to maintain its success in the future.
Employee Evaluation
Job satisfaction
One way the group has done this is by using work satisfaction as a means of employee
evaluation. This indicates that employees are additionally asked to rate their job satisfaction on a
scale of 1 to 5, in addition to the regular performance reports (Kaur & Sood, 2015). The results
of these evaluations are then used to identify the employees’ problems and make the necessary
modifications. The results so far have been positive, and employees have shown more job
satisfaction (Rodriguez & Walters, 2017). Additionally, the group has seen a turnover decline, a
critical cost-cutting measure. Overall, embracing job satisfaction as a technique of employee
evaluation is advantageous to the business and the employees.
Engagement
One of the ways the A.P. Moller-Maersk Group assesses its personnel is through
employee engagement (Lima, 2021). The group uses employee engagement questionnaires as a
starting point before determining employee satisfaction. The group looks at employee
engagement statistics to discover where employees are most and least engaged. These data
identify areas that require improvement (Rodriguez & Walters, 2017). Third, the team creates
plans of action to increase employee engagement using data on employee engagement. The
team’s dedicated HR specialists create and implement these action plans in collaboration with
managers.
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Fourth, the team continually evaluates employee engagement levels to ensure that
improvements are being made. Focus groups, questionnaires, and exit interviews are just a few
of the team’s methods to monitor employee engagement (Kaur & Sood, 2015). The employee
engagement rate has increased at the A.P. Moller-Maersk Group. The group has adopted
employee engagement as a form of employee evaluation, which has increased employee
satisfaction and motivation.
Turnover
The company’s shipping division has a high turnover rate and uses turnover as a method
of employee evaluation. A high turnover rate in a corporation indicates that workers are leaving
at a faster rate than typical. Poor working conditions, low pay, or a lack of career progression
opportunities are only a few causes. A high turnover rate can be expensive for a business because
it costs time and money to train new hires (Kaur & Sood, 2015). Because it enables the business
to determine which employees are dissatisfied with their existing circumstances, A.P. MollerMaersk Group employs turnover as a method of employee evaluation (Lima, 2021).
If a person is leaving the Organization, they are likely dissatisfied with their current role.
The Organization can use this information to make changes to increase employee happiness and
lower turnover. Although it is not the only instrument that should be used, turnover can be an
effective tool for HR activities (Rodriguez & Walters, 2017). Other employee happiness
measures, like surveys and performance evaluations, should be kept track of. Investigating the
causes of turnover is also essential because it can reveal necessary information about the
business.
Performance
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The A.P. Moller-Maersk Group has a long tradition of evaluating employees based on
performance. The Organization has utilized this evaluation method for a long time and
successfully gauges worker performance (Kaur & Sood, 2015). A more up-to-date and helpful
way to gauge employee performance is the new performance management system the company
has put in place. Performance measures for both individuals and teams are included in this
system. The new method is intended to encourage employee collaboration and knowledge
exchange.
The A.P. Moller-Maersk Group is committed to evaluating employees based on
performance. This evaluation approach has been used by the Organization for a long time and
has successfully gauged worker performance (Rodriguez & Walters, 2017). A more up-to-date
and helpful way to gauge employee performance is the new performance management system
the company has put in place (Lima, 2021). Performance measures for both individuals and
teams are included in this system. The new method is intended to encourage employee
collaboration and knowledge exchange.
Compensation
Types of compensation and benefits
Organizations can provide their employees with a wide variety of different forms of
compensation and perks. Wages, salaries, bonuses, and commissions are all examples of
monetary compensation, which is the most frequent payment for work. In addition to monetary
payment, employees may also receive paid vacation time, company automobiles, and stock
options (Fulmer & Li, 2022). Health insurance, retirement programs, and child care are some
examples of the benefits that may be provided.
Structuring Compensation and Benefits within an Organization
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Compensation and benefits are generally organized according to job status in most cases
(Kadir, AlHosani & Fadillah Ismail, 2019). As an illustration, the salary and benefits associated
with entry-level roles are likely lower than those associated with managerial positions. This is
because entry-level positions often demand less education and experience than higher-level
positions (Fulmer & Li, 2022). Management jobs often involve a greater level of education and
expertise; as a result, they typically pay more and come with additional benefits.
Challenges with compensation and benefits
It is possible for there to be a significant number of difficulties connected to
compensation and benefits. For instance, finding a method that adequately compensates
employees for their work may be challenging (Kadir, AlHosani & Fadillah Ismail, 2019) may be
challenging. In addition, the provision of benefits by firms can be pricey, and restrictions may be
placed on the kinds of benefits that can be made available to employees.
Tips for designing and administering a compensation and benefits program
It is essential to consider the workforce requirements and the company’s requirements
while developing and managing a compensation and benefits program (Fulmer & Li, 2022). For
instance, the program ought to be developed so that it recruits and keeps the top staff. In
addition, the program should not put an undue financial burden on the business and should be
simple to manage.
Conclusion
HR functions and practices play an essential role in achieving an organization’s strategic
goals. They help attract, develop, and retain the essential human resources for the Organization.
The HR functions and practices also help create a positive work environment and culture
necessary for the employees to be productive and motivated. The A.P. Moller-Maersk Group
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company has a solid commitment to its people and has a long history of investing in its
development. The company’s HR functions and practices are aligned with its strategic goals,
which include becoming the world’s most efficient logistics company and being the employer of
choice in the shipping industry. The company has several initiatives to attract and retain the best
talent. These include a global leadership development program, a robust performance
management system, and a range of career development opportunities. The company also offers
a competitive benefits package and promotes a healthy work-life balance. These HR practices
have helped the company to achieve its strategic goals and have made it an employer of choice in
the shipping industry.
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References
Fulmer, I. S., & Li, J. (2022). Compensation, Benefits, and Total Rewards: A Bird’s-Eye (Re)
View. Annual Review of Organizational Psychology and Organizational Behavior, 9,
147-169.
Greer, C. R., Carr, J. C., & Hipp, L. (2016). Strategic staffing and small‐firm
performance. Human resource management, 55(4), 741–764.
Kadir, A. A., AlHosani, A. A. H. H., & Fadillah Ismail, N. (2019). The effect of compensation
and benefits on employee performance. ACHITS 2019: Proceedings of the 1st Asian
Conference on Humanities, Industry, and Technology for Society, ACHITS 2019, p. 30-31
July 2019, Surabaya, Indonesia (p. 171). European Alliance for Innovation.
Kaur, N., & Sood, S. K. (2015). A game theoretic approach for an IoT-based automated
employee performance evaluation. IEEE Systems Journal, 11(3), 1385-1394.
Khan, M. (2017). The practice of essential HR functions in garments industry in Bangladesh:
Focus group finding. J. Mgmt. & Sustainability, pp. 7, 120.
Lima, J. D. (2021). Equity research-AP Moller Maersk (Doctoral dissertation, Instituto Superior
de Economia e Gestão).
Malik, S. (2018). Importance of training and development in the tourism industry. International
Refereed Journal of Reviews and Research, 6(1).
McGlashan, G. K. (2018). A strategic model of temporary staffing. Routledge.
Mulang, A. (2015). The importance of training for human resource development in an
Organization. Journal of Public Administration and Governance, 5(1), 190–197.
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Rodriguez, J., & Walters, K. (2017). The importance of training and development in employee
performance and evaluation. World Wide Journal of Multidisciplinary Research and
Development, 3(10), 206-212.
1
Maersk Case Study
Courtney Roberts
Southern New Hampshire University
OL 211
Karissa Weight
9/18/2022
2
Maersk Case Study
The components of a needs assessment used to determine the training requirements of a
Customer Service – CARE Business Partner at Maersk would include elements such as job
analysis, task analysis, and a skills gap analysis. A job analysis would examine the specific
duties and responsibilities of the Customer Service – CARE Business Partner role to identify the
necessary skills and knowledge required for the job (Deck, 2015). Task analysis would break
down the job into smaller tasks to identify the specific steps required to perform the job and the
associated skills and knowledge needed for each task. A skills gap analysis would compare the
skills and knowledge required for the job with the current skills and knowledge of the employees
in the role to identify any gaps.
The Maersk Customer Service – CARE Business Partner training program is important
for several reasons. First, it helps employees learn about the company’s products and services.
Second, it helps employees learn how to provide excellent customer service (Deck, 2015). Third,
it helps employees learn how to use Maersk’s systems and processes. Finally, it helps employees
learn how to troubleshoot and resolve customer issues.
The adult learning principles and experiential learning methods that could be
incorporated into the Maersk Customer Service – CARE Business Partner training program
include learner-centeredness, relevance, and authenticity. Learner-centeredness focuses on the
learner’s needs and ensuring that the content is presented in a meaningful way (Deck, 2015).
Relevance focuses on ensuring that the content applies to the learner’s current situation and that
they can see how it will help them in their job. Authenticity focuses on making sure that the
content is realistic and that the learners have the opportunity to practice what they have learned
in a safe environment.
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A training needs assessment can be extremely valuable for an organization. Firstly, it can
help identify any training or development needs that employees may have to improve their
performance in their role (Deck, 2015). This can then lead to the implementation of targeted
training and development programs which can help to improve employee productivity and
performance. Secondly, a training needs assessment can also help to identify any potential skills
gaps within an organization. This information can be used to inform future recruitment and
selection decisions, as well as to design targeted training and development programs to help
close any identified skills gaps. Finally, a training needs assessment can also help to improve
communication and understanding between employees and managers (Deck, 2015). By
identifying any training or development needs, employees can feel that their managers are taking
an active interest in their development and are committed to helping them improve their skills
and performance. This can lead to increased employee engagement and motivation, which can, in
turn, improve organizational performance.
Creating SMART objectives for a training plan is important to ensure that the training is
focused and effective. SMART objectives are specific, measurable, achievable, realistic, and
time-oriented. This means that the objectives should be clear and achievable and that there
should be a way to measure the success of the training (Deck, 2015). Having SMART objectives
for a training plan will help ensure that the training is successful and meets the organization’s
needs.
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References
Deck, J., (2015). OL 211: Customer Service – CARE Business Partner Job Posting: Maersk
Case: http://snhumedia.snhu.edu/files/course_repository/undergraduate/ol/ol211/ol_211_customer_service
_care_business_partner_job_posting.pdf
1
Courtney Roberts
Southern New Hampshire University
OL 211
September 25, 2022
2
360-degree appraisal
In performance management, human resources management, also known as HRM, plays
a crucial role. HRM ensures that the process is in line with the strategic strategy of the firm. To
accomplish this, HRM needs to determine the aims and objectives of the firm first (Stone &
Dulebohn, 2013). After the goals and objectives have been outlined, HRM can work on
developing a performance management system that will assist the firm in accomplishing its
objectives. The performance management system ought to be developed to assist workers in
improving their performance (Stone & Dulebohn, 2013). It should also be able to identify
problems that may impede employee performance and address such difficulties.
The system needs to be unprejudiced, in addition to being founded on the aims and
purposes of the organization. HRM must also monitor the performance management process to
verify that it is functioning as planned. If faults are found, HRM must take the necessary steps to
resolve them as soon as possible (Stone & Dulebohn, 2013). In addition, HRM should perform
system reviews regularly to ensure that the system is still meeting the organization’s goals and
objectives. HRM can help ensure that the performance management process is effective and in
line with the firm’s strategic plan if it takes an active part in the process.
Several distinct methods can be used to evaluate an employee’s performance, including
trait, behavioral, and results-based performance assessment systems (Dizon et al., 2018). A
person’s personal qualities, observable actions, and work outcomes are evaluated by the trait
system, the behavioral system, and the results-based system, respectively. The characteristic
system is most useful when considering an employee’s potential for advancement over time
(Dizon et al., 2018). For instance, if you are contemplating whether or not to promote an
3
employee, you might look at the employee’s personal attributes to determine whether or not they
possess the qualities required for the position.
When attempting to discover specific habits one wishes to change or enhance, the
behavioral system might be most helpful. For instance, if an employee is chronically late for
their shift, you may try to address the issue using the behavioral system you have in place. When
looking at an employee’s actual results, the results-based system can be applied most effectively
(Dizon et al., 2018). For instance, if you are debating whether to provide a staff member with a
pay increase, one way to determine whether or not they have been living up to your expectations
is to examine the results of their job.
A 360-degree appraisal is a performance appraisal in which employees are evaluated not
only by their superiors but also by their peers and those who work under them (Mohapatra,
2015). This form of evaluation can be good for call center representatives because it provides
input from various sources and can assist in identifying areas where employees may benefit from
improvements. However, there are also some possible disadvantages to employing a 360-degree
appraisal for call center personnel (Mohapatra, 2015). These disadvantages include: For instance,
if it is not managed correctly, the performance review process can be very time-consuming and
cause friction among the staff.
In addition, employees in contact centers could be hesitant to provide truthful feedback if
they believe doing so might jeopardize their jobs. It is necessary to provide enough training to
employees and supervisors to ensure that a 360-degree appraisal process with call center staff is
effective. This training should focus on providing and accepting feedback, and it should be given
to both parties (Mohapatra, 2015). In addition, the performance review procedure ought to be
designed to give workers the option of providing feedback in a manner that protects their privacy
4
if they so desire. Last but not least, it is essential to cultivate a culture of open communication
and feedback within the call center (Mohapatra, 2015). This will allow staff to feel at ease while
delivering their candid comments.
One can choose from several rating scales in Maersk Company to assess work
performance. Graphical scales are just one of the many types of rating systems available. A
graph is used to illustrate how well an employee is performing on a graphical scale. A letter scale
is yet another rating system that can be used for performance. An employee’s performance can be
rated using letters on a letter scale (Brookhart, 2013). The letters often run from “A” up to “F.” A
numeric scale is the final sort of scale that can be used to rate performance. When evaluating an
employee’s performance, a numeric scale uses numbers. Typically, the numbers vary from one to
five. The Maersk Company has the option of utilizing any one of these various performance
evaluation scales for evaluating its workforce. The requirements and preferences of Maersk
Company will determine the performance evaluation scale the company will choose to
implement.
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References
Mohapatra, M. (2015). 360-degree feedback: a review of the literature. Research Scholar of
Management KIIT University Bhubaneswar Orissa, 2(1), 112-116.
Brookhart, S. M. (2013). How to create and use rubrics for formative assessment and grading.
Ascd.
Stone, D. L., & Dulebohn, J. H. (2013). Emerging issues in theory and research on electronic,
human resource management (eHRM). Human Resource Management Review, 23(1), 15.
Dizon, A. D., San Pedro, A. B., Munsayac, M. M., Padilla, J., & Pascual, M. C. G. (2018). Level
of implementation of the results-based performance management system in the
Department of Education division of japan city, Philippines. International Journal of
Research-GRANTHAALAYAH, 6(1), 484-503.