Managing Performance - Case Study Example

Managing Performance a. Validity is when a measure of performance is the actual and gives the actual results as expected when a given performance is measured. The validity measures whether a given appraisal has measured all the required aspects effectively. It has to measure the relevant things that need evaluation and omit those that are irrelevant (Bach, 12). The performance appraisal measures the required information and leaves out the irrelevant performance, which is referred to as contamination; for instance, when a sales person makes unnecessary phone calls that are relevant to the business.

In addition, the deficiency is also important as it contains the relevant information that has been ignored and that gives a wider view of the performance of the employees. However, the performance measures should try to minimize contamination and deficiency in order to obtain validity (Bach, 44).b. The measure that lacks specificity reduce the effectiveness of a performance appraisal, therefore they should be specific in that they are told what they are expected to do and how the outcome they are supposed to deliver through feedback.

Being specific helps the leaders and the employees to meet the set goals of the business. There are strategies that should be put in place in order to specify what the employees are expected to do. For this reason, a measure that lacks specify does not help to meet the set goals of the organization. Employer should point out the specific issues that he feels the employees are failing to improve (Bach, 25).c. Quality is one of the components that can be employed in this sports company so that the company can produce sportswear that are of high quality and unique than the other companies.

Secondly, timely, this indicates that the goods produced should be readily available at a store for distribution2a. Behavioral approach and the results approach performance management is important, behavioral approach is a measure of performance where the bad behavior is monitored, and the bad behavior is discouraged through various means while good performance is rewarded. Result-performance where the employee is rewarded for better performance in order to encourage them to work hard and get more rewards such as promotions, additional payment, increased commission among others (Bach, 14).2b. Result approach is the best since it makes the workers work hard as they will work with minimum supervision, as well as they can sacrifice to work more hours in order to meet the target.

However, behavioral approach is not a good approach for the company since some people may show a given behavior that is intentional to fail the success of the business. At the same time, so employees are ridged to change, for this reason, it sometimes becomes a waste of time applying the behavioral approach to change (Bach, 23).2c. Components that can be sued in this business are about Rewarding good performance and Potential Appraisal. In this case, the company has to set goals and rewarding the best performer is very motivating to employees.

They try to push their rate of performance in order to reach the highest point. The best goals consist of the important components such as time bound. In this case, the set goals will include productivity, efficiency and personal development goals of the employees. The employees have to set a target, and when they meet the target the employer motivates them through result approach by increasing their salaries by the end of a given time (Bach, 21). d. Quality is one of the components that can be employed in this sports company so that the company can produce sportswear that are of high quality and unique than the other companies.

Secondly, timely, this indicates that the goods produced should be readily available at the store for distribution. The following are key performance indicators that can be applied (Bach, 24) SMART • Specific• Measurable• Achievable• Relevant• TimelyWork CitedBach, Stephen, and Martin R. Edwards. Managing Human Resources: Human Resource Management in Transition. Hoboken, N.J: Wiley, 2013. Print.