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TABLE OF CONTENT
Introduction .1
Case Study .2
Conclusion .3
:References
Introduction .1
Mechanisms to evaluate how employees have fared usually include evaluation of both
attitudes as well consequences. The term, performance, does not cover the
consequences of the attitudes of an employee; rather it applies solely to the attitudes.
Performance relates to attitudes or how employees behave. It is not connected with
.employees’ productivity or their work outcomes
The fact that performance is impacted by the joint impact of three varying factors is
relevant for trouble shooting performance related difficulties. If one wishes to adopt
the right approach to performance related difficulties, managers must seek
knowledge that would enable them to find out if the root of the problem is lack of
motivation or lack of knowledge with regard to declarations or procedures, or a
.combination of the three factors
Case Study .2
Heather has a job in the training department of a major information technology (IT)
company. She is responsible for creating and imparting training for social skills such
as interaction, networking, and also providing for new manager training classes. She
is extremely competent in managing a training class. She integrates behavior
emulation and related practices into every class. Further, she has done research on
requisites for good communication, methods of networking and knowledge that new
managers need to be equipped with in order to be successful. However, participants
in Heather’s training classes do not give her very good ratings, claiming that she has
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a tough time responding to particular queries in classes, and that she does not appear
.to approachable enough for individuals wishing to raise doubts after class
Performance related difficulties can be traced to two primary factors. One of these
factors is linked to attributes of the employee. Degree of employee skills, motivation
levels, capability, training and other attributes of the employee are used to evaluate
.how an employee has fared
The other factor, which relates to the manner in which work is done, includes
parameters such as attitudes of managers, access to facilities, the nature of
colleagues’ behavior and a host of variables that an employee usually has no power
.to change
Conclusion .3
:References
Kaplan, R.S. & Norton, D.P. 1996. The Balanced Scorecard: Translating .2
.Strategy into Action. Boston, Harvard Business School Press. 322 p
Kaplan, R.S. (1984). The Evolution of Management Accounting. In: The .3
Readings in Accounting for Management Control, eds. Otley, E. et al,
.Chapman & Hall 1992, s. 586-621