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One example of behavior, input and output controls is Standards of Performance (KPI) evaluations. This evaluation identifies and measures how expectations in performance (behavior) relates to or misses corporate objectives along with measuring peformance at specified times (e.g., during various factory shifts).
When a deviation is found through statistical analysis, error mode and corrective person are identified:
- deviation in behavior through chance events
- deviation in behavior through incorrect execution of task
- deviation in behavior through incorrect process
Behavior controls are necessary for ensuring appropriate behavior from employees. They encourage behavior that will ensure that goals are met. These act as control systems that allow the managers to shape and motivate employee behavior. Some examples of behavior control are standard operating procedures, project plans, periodic meetings, work assignments, post-implementation reviews, direct supervision, project status reporting,etc.
Output controls emphasize targets and enable managers to use processes or means to achieve these targets. These allow flexibility and encourage creativity within the organization. Some examples of output controls are project objectives, project goals, schedules, budgets, functional requirements, testing specifications, contractual agreements, etc.
Input controls deal with resources and include motives, skill levels, abilities, etc. Some examples of input controls are direction setting, selecting criteria for recruitment, appraising criteria setting, promotion, etc.
Human resource management control systems include behavior, input and output controls. Input controls should ensure that the right people are hired for the right job; behavioral controls should ensure that employees always strive to improve their ongoing behavior based on feedback they receive and output controls encourage employees to be aware of the objectives and keep striving to maximize them.
Input controls go some way to avoiding the unexpected. Behavior controls have the benefit of encouraging conformity and can be adjusted, improved and managed in real time. Output controls can only be measured for their effect after - not during - their implementation but combining all three controls goes a long way towards creating a perfect fit in an organization. Such methods of control allow for matters of strategic importance to retain their importance. Control systems create standards which can be striven for, achieved, measured and adapted.
It is assumed that managers will always do what is considered to be in the best interests of the company. However, for them to do this, they need to have a firm understanding of the organization, its human resource component, which practices do actually work in the company's environment and which required behaviors will drive the company forward. Having behavior, input and output controls allows management to restrict undesirable behavior and to create an environment which is consistent and within which everyone knows their own role.
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