Anda di halaman 1dari 3

T.

Basahel

TABLE OF CONTENT

Introduction .1

Performance Problems .1.1

Case Study .2

Causes of Poor performance .2.1

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

Performance Problems .1.1

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
T.Basahel

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

Causes of Poor performance .2.1

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

At the time of attempting to pinpoint the reasons for an employee’s unsatisfactory


performance, both the above mentioned factors must be necessarily taken into
consideration. Even the phrase "poor employee motivation", that seems on the face of
it to be linked to attributes of the employee, can largely be considered as a
consequence of the work environment. A work environment can be trying or can even
bog down the employee. Hence what appears to be poor employee motivation is in
.fact the outcome of an unfavorable working environment

Conclusion .3

In order to evaluate how employees have fared, through an outcome-oriented method,


one must first identify what is termed as accountabilities- these are the numerous
aspects on which an employee should concentrate. Following the zeroing in on the
major accountabilities, the next move with respect to the outcome-oriented method, is
to determine goals. The last step in using this method requires standards of
performance to be agreed on. These would work like an index and assist employees in
understanding the degree to which set goals have been reached. While determining
.benchmarks, the aspects of quality, quantity, and time must be considered

:References

Gunasekaran, A., Forker, L. & Kobu, B. 2000. Improving operations .1


performance in a small company: a case study. International Journal of
.Operations & Production Management, Vol 20, No. 3, pp. 316-226
T.Basahel

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

Anda mungkin juga menyukai