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Module 2 - Assignment Example

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Step 1 One of the team mates in our organization believes that he knows everything since he has spent a lot of time working for the organization in different departments. This person works in the marketing department of a chain supermarket that specialises grocery and other retail products…
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Step One of the team mates in our organization believes that he knows everything since he has spent a lot of time working for the organization indifferent departments. This person works in the marketing department of a chain supermarket that specialises grocery and other retail products. The tasks mainly involve dealing with customer queries and other related issues to service delivery. Whilst we relate well with this person in the department, the general performance problem that we believe he has is that he often thinks that he is always right. It takes some time to convince this person that he ought to change his behaviour in order to meet the changing needs of the customers. In some cases, he is adamant and argues that he has a lot of experience dealing with customers. This attitude has to be changed in order for this person to improve his performance. Step2 According to Silverman, Pogson and Cober (2005), there are five individual precursors used to rate the performance of individuals in the organization and they are listed below. The score for individual precursors is outline below. These are rated out of a possible score of 5. Awareness-2 Sense of necessity-3 Confrontation of change-2 Willingness for feedback -3 Development orientation-3 Based on the scores above, it can be seen that this person has little awareness on the need to change given that he scored 2 according to the observations made on him. To a certain extent, it can be seen that this person is moderate in terms of sense of necessity. He thinks that it is important to change following the negative comments that are often given by his co-workers who believe that change is necessary in order for him to keep pace with the developments taking place in the workplace. In as far as the precursor of confronting change is concerned, it can be seen that this person has little intention to suddenly change his behaviour. The score for precursor number 4, willingness for feedback is 3. He reluctantly listens to what other people say about him and he takes time to respond to this feedback which he ultimately does though grudgingly. The score for development orientation is 5. This person just needs encouragement given that he also realises that development is essential in order to improve performance in the organization. Step 3 From the possible score of 25, this individual person has scored 13 and he has been assigned to the second category of developers. This is an average score which shows that with concerted effort, this person is ready to develop when the initiative is incorporated into the organizational performance management system. As noted by Schraeder et al (2011, p.3), “The management of employee performance is regarded as an essential function of organizational managers.” It is the duty of the managers to view employees as assets to the organization hence the need to constantly develop them so that they can contribute to the overall performance of the company. Employee development is essential for the success of the company. Step 4 The score for organisational precursors is outline below. These are rated out of a possible score of 5. Organizational alignment-5 Organizational feedback-4 Formal individual growth-3 Accountability-4 Compensation system- 4 From the above scores, it can be seen that the rate for organizational alignment is 5. The organization is high on this precursor where it can be seen that it aligns its mission, vision and value system in its operation. The score for organizational feedback is 4 given that the management makes any effort to provide feedback to all employees about their performance. In formal individual growth, the organization scored 3 given that most of the growth initiatives are managed by the responsible authorities. In terms of accountability, the score is 4 since the organisation strives to be accountable to both the employees and customers in order to gain their trust. The score for compensation system is 4 since the company tries to motivate the employees through offering rewards for outstanding performance. Step 5 From the possible score of 25, this organization has scored 20 and has been assigned to the category of learning oriented organization. This is essential for organizational excellence in its performance. Rick (2003) states that health and fitness are goals to which most organizations aspire in order to achieve performance excellence. This can be obtained if the company is learning oriented. Step 6 The action plan for improvement will be centred on the following: Training related action can be required to encourage constant learning to improve the employees’ competences in their performance. Non training and development related actions include the act of empowering the employees to make decisions in their operations since this can motivate them. Development of the employees is essential since it will help them to keep pace with the changing working environment they experience in their work on a daily basis. The five individual IOPS discussed above need to be developed in order improve the performance action plan. The success of the organization mainly depends on the competence of the employees in performing various tasks in their workplace. Based on the IOPS organizational category, it can be noted that formal individual growth can hinder performance action plan since the employees need to be given more autonomy make decisions that can promote individual growth. However, the other four precursors are designed to support the performance action plan. A combination of individual and organizational precursors will go a long way in improving the overall performance of both the individuals and the organization as a whole. The interaction between individual and organizational precursors helps the employees to direct their effort towards the attainment of the desired organizational goals and objectives. References Rick, B., (2003). ‘Coaching for improvement: An essential role for team leaders and managers.’ The Journal for Quality and Participation, 17-22. Schraeder, M. & Mark, J. (2011). ‘Managing Performance: A Practical Perspective on Managing Employee Performance.’ The Journal for Quality and Participation. 4-10. Silverman, S.B., Pogson, C.E. and Cober, B.A. (2005). ‘When Employees at Work Don't Get It: A Model for Enhancing Individual Employee Change in Response to Performance Feedback,’ Academy of Management Executive. Vol 19, N0. 2. Read More
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