Performance Management Concepts Skills And Exercises 2nd Edition Robert Cardy, Brian Leonard - Solutions

In many job positions, coworkers spend far more time with fellow employees than managers do. Ultimately, team members can be the best judge of whether or not someone is working properly or only pretending to work hard when the boss is around. Carry this over to your sports team.a. Could athletic
Athletes get paid because the fans of the sport pay for the tickets.Thus the fans are the customers of each team, and therefore each athlete. If the customer always comes first, wouldn’t the fans be the best evaluators of each athlete?a. Could athletes be fairly assessed and evaluated for pay in
Choose a specific athlete for a specific sport. Who would you have perform the athlete’s performance evaluation? In other words, who is best to determine the fate of the athlete’s annual payout?Would it be a head coach, who also has to observe potentially dozens of other players on the team
Discuss you findings with the class. Please keep all names of individuals observed anonymous.
If you were to talk to the employees (class members) about their performance on these job tasks, what kind of questions would you ask? Create five to ten open-ended questions you would use to get the students to talk about their performance (or their perceived performance).
For the specific matrices and dimensions that you created in the previous exercise, how could you determine whether the good or poor performance was from people or systems? What would you do to discover whether performance was based upon the person or the system? Give examples.
Review the results from your observation cube for classroom performance in the previous Skill Builder. Looking at the results, do you think poor performance is due to people (the students) or the system (the school/class/resources)? Create a list of potential people causes and potential system
Share your spreadsheet design and instructions with the rest of the class.
What were some of the difficulties you had in creating this worksheet? Explain why you found them difficult.
Create detailed instructions on how, when, and where to use your spreadsheet.
Incorporate the Attribution Theory Causal Matrix theory into your spreadsheet. In other words, take the concepts from this matrix, and ensure that these variables can be captured in your spreadsheet for each employee.
Create a spreadsheet-based observation form that can be used to observe employee performance over the period of one year.Ensure that you can take the theory from the Performance Observation Patterns and (Person * Task) matrices, and apply the theory in a structured and logical, two-dimensional
Examine the resulting pattern of observed performance levels.a. What diagnoses can you make based on your inspection of the patterns?b. Are there tasks (or projects or role aspects) that appear easier or harder?c. Are there some students who seem to be above average or below average?d. Are there
Given your responses to items 3 and 4, Peter might have clearer diagnostic information regarding Michael’s performance. What should Peter do with this diagnostic information?
Can the observation cube framework be applied to the situation?Describe.
How could Peter be more sure about Michael’s performance and what causes may be influencing his performance?
Should Peter avoid or somehow cancel Michael’ s upcoming performance review ? Why or why not?
Is Michael performing well in his job? List the evidence that indicates he is performing well and the evidence that indicates he is not.
These same kinds of questions arise in workplace settings:• Why was the project not completed on time?• Was it the team’s fault or the fault of someone on the team?• Was there a problem with resources?• Was there a lack of clarity about the deadline?
How did Jane get hurt?• Was it Jane’s fault?• Was it her playmates’ fault?• Was it faulty equipment?
Are the four behavior-based criteria mentioned above truly the best for Acme Marketing Co.? How can management better determine what the four best behavior-based criteria are?
A 100 percent commission structure is beneficial for companies because it puts all of the risk onto the employee, making sales payouts a 100 percent variable cost. The tradeoff is that the company has less control over the salesperson behaviors in relation to the company’s values and goals. Name
Consistency is a human trait that people look for, either consciously or unconsciously, to determine the integrity and long-term reliability of that person. We are constantly trying to answer the question, “Are people who they say they are.” The same is true with companies. Alignment is key.
Salespeople are notoriously motivated by money. As a very general rule, the more opportunity for big money available in the industry and the marketplace, the harder salespeople will work.Of course, countless exceptions exist. How has management created its own monster by adopting a one-dimensional
Assume that you are a manager with responsibility for developing performance criteria for your area of an organization. You have included various sources in an attempt to develop performance criteria, but they do not all agree on what constitutes performance. How would you resolve the conflict?
Can you think of any other valuable sources the company could use to determine performance criteria? List them here.
Pros and cons for every business decision must be thoroughly evaluated before arriving at a final, and potentially costly, decision. List the pros and cons of obtaining performance criteria from the sources within each row. Take into consideration technical knowledge, political motivations,
Review the two positions below (outside sales rep and implementation project manager). For the two positions, review the six different potential sources that could provide input for the performance criteria for that position. Choose whether you think each position would be more likely to choose
Can you think of any other useful roles to include?
Which two or three roles above do you think would best achieve the goals of management?a. Would you assign the same roles to all technicians or would you pick and choose roles for each technician?b. How would you choose?c. Is this methodology fair to the technicians and the company? Explain.
Using roles as evaluation criteria can oversimplify performance management in certain circumstances. For example, should leadership be a role for technicians? Can the company really have a room full of leaders? Followers are also needed. How can you overcome the drawbacks you have mentioned above
How could you use technology to help measure and monitor this operational performance? Is it worth the investment in technology to do this (ROI)? How will you convince your partners?
How will you actually measure the operational level criteria at the Performance Management Grill (daily, weekly, monthly, etc.)?Is the extra time to do this worth the potential gains? How will you convince your partners?
Operational criteria are used to actually measure performance.For each conceptual level criteria, list one operational level criteria upon which to base performance (for a total of eight).
Conceptual criteria are the means by which the ultimate criteria can be achieved. For each of the ultimate criteria above, list two conceptual criteria metrics that can be used to evaluate each waiter/waitress (for a total of eight).
As discussed in this chapter, ultimate criteria signal the company values or strategic intent underlying the jobs within that company. Create four ultimate criteria to be used by management and staff to help focus them in the right direction at the Performance Management Grill.
What else must management consider when moving to this type of evaluation system in order to make it, and the technicians, effective?
If you could choose the top four from your list of eight criteria, which would they be and why?
If you had to use only outcome- or behavior-based criteria, which would you choose and why?
Outcome-based criteria can be used to boost performance, but they can also encourage employees to “game” the system for outcomes not conducive to the benefit of the company (note the banking crisis of 2007 as an example). This leads companies to construct complicated rules and criteria that
Outcome-based performance management criteria are often sought after because of the lure of transparency and objectivity in measuring them. However, this is not always the case. Outcome-based criteria must be carefully chosen. For the proposed new structure, list four outcome-based criteria upon
In the current system, technicians are evaluated upon only one dimension: Number of repairs. Technically, management has“spared” themselves the need to evaluate technicians, expecting the 100 percent commission structure to be the best motivator.What are the pros and cons of such a structure?
Suppose this values-based method is used in companies regardless of their size and their need to change rapidly. What are the advantages and disadvantages of using this values-based method over more traditional role-based performance criteria?
Which do you think is better for operationalizing values:outcomes or behaviors? Why?
Apply the CIT to the set of values you generated in item 1 and develop behaviorally based rating scales.
Choose a position that you may be familiar with in the company.It can be any position, from CEO to cafeteria worker. Identify potential outcome criteria for the position based upon the values.
Choose a company that you admire or respect. Perform an Internet search or use other means to find the stated core values of the company. Write down the core values below.
Roles are often more about process than outcomes (although outcomes may still be relevant). For each role, consider whether the role is unidimensional or multidimensional. For example, the role of team player may include a number of dimensions such as communication skill, interpersonal skill, and
Are there outcome criteria that might be useful to assess the performance in the various roles? If so, identify them.
Choose the job position of an employee at your favorite fast-food restaurant. Identify three or four key roles that the employee might play in this organization.
Which do you think is better for optimizing values in this instance: outcomes or behaviors? Why?
Grade your politician based upon your rating scales for each dimension. Share the results with other members of the group.a. How do the different members of the group score the politician?b. Do the behavior criteria vary widely?c. Is this a problem?d. How does this inconsistency translate into the
Use the CIT to develop both behavior-and outcome-based rating scales. Create both outcome- and performance-based criteria for each of these values for this politician’s position based upon your interpretation of the above mandates. You can use events from the past twelve months in office as a
As a group, choose one well-known politician in your area(president, governor, mayor, etc). Next, imagine that you were a founding father of the United States. Use the first four mandates above (a–d) as job dimensions for use in a CIT for this politician’s position.
It is important for most companies to capture customer satisfaction as a performance dimension for their employees. In this scenario, who would be considered the “customer?”a. If it is the student, would “customer satisfaction”potentially be an unfair dimension for the professor? How would
Who will be responsible for observing and evaluating the college professor for performance. Hint: Do you want the proverbial“roosters running the henhouse”?
Which do you think is better for measuring college professor classroom performance: behaviors or outcomes? Why?
Are there results-based criteria you would recommend for assessing the classroom performance of college professors?Describe.
What type of performance dimensions and rating scales are typically used to assess professor performance? Are there any advantages/disadvantages to the behavioral approach? Describe.
Consider the position of professor in a college classroom. Apply the CIT to generate behavioral-based rating scales. Share with the group the dimensions and behavioral anchors your team generated.
Generate behaviorally anchored ratings scales. Using the effectiveness values for the behavioral incidents that survived your CIT, select incidents to anchor rating scales for each dimension. Make each rating scale the same number of points as the number of categories you used in generating levels
Continue with the remaining steps of the CIT.
Generate incidents for each dimension. You can use the five categories provided on the worksheets, or use a larger number of categories (e.g., seven), if you want to and feel you can make finer distinctions among the levels of performance.
Examine the “job dimensions” provided for the “job position” of a pet dog (or other pet animal) and use or adapt them, or generate your own set that might be more specific to the dog or animal you are describing.
Sometimes it costs more to fix a problem than it does to manage around it. What would be the extra costs of including and/or enforcing these criteria in the job description, assuming they are not included already? Putting yourself in the company’s shoes, do you think it is worth the extra cost?
In your opinion, do you think these descriptions are part of the person’s duties already?a. If so, why might the employee not be following their job duties? What could be missing in the company that would allow such behavior to persist?b. If not, why do you think the company does not include such
For each duty, list whether it is behavior based or outcome based(or is it a personality trait?).
Write down five job duties that you feel were missing from this employee’s job description. Write the job duties as if they had been written by the customer. Be as specific as possible. An example may be “Thinks on his feet to proactively and creatively solve problems that customers are
How would you manage this situation? For example, if the CEO of Great Grocery hired you as a consultant, what would you recommend?
Performance can effectively be managed as behaviors or results.However, an abrupt shift from one to the other is a shift in the culture of the organization. Did Great Grocery do a good job of switching from a behavioral to a results approach? How would you recommend that such a transition take
Do you agree with Randall that the problems at Great Grocery are just growing pains?
Do you think the CEO made the appropriate decision in replacing Allen with Randall? Why or why not?
How do we know whether our efforts to increase innovativeness have really had an impact?
How do we define and improve on the level of luxury experienced by the customer?
What is value?
How should speed of service be measured?
How exactly should we measure product or service quality?
What would you do in this company to more fully integrate and clarify these values via:A. Vertical context?B. Horizontal context?
Some companies include profitability in their core values, because to pretend otherwise would seem hypocritical. For example, some employees are so customer focused that they “give away the farm” in order to make the customer happy. They then point to the “customer service” values as the
Some would say that Kindle Post’s value statements are in conflict with each other and could confuse employees when vertically integrated throughout the company. Do you think so? If so, how would you remedy the situation?
No one, outside of a few partners, a few managers, and the consultants on the project, knows that Kindle Post is milking this project, least of all the client Finnie Moe. Based upon the Kindle Post values above:A. What do you think Juan should do?B. If you were Juan, what would you do?C. If you
Would you include employee satisfaction as a key goal, value, or mission to integrate vertically in a company that you oversee? Or should employees simply be happy to have a job? Should high employee morale be a right, or is it a luxury in companies?Explain.
Was there any correlation between actual morale scores and the emphasis the company places on employee satisfaction in their core mission, vision, and or value statements? Was their correlation as to whether or not employee morale surveys are currently performed and whether or not managers are
Assume that your one-person sample is indicative of the entire company (of course, this is an unrealistic assumption, but just assume for this exercise). How did each company score?
Divide actual points by possible points to determine each company’s score.
Upon receiving the survey answers, apply grading levels to each scale and add them up. In other words, “strongly disagree” would be one point, “strongly agree” would be five points. Thus for ten questions, there would be fifty total possible points for each survey.
Send these people your questionnaire to fill out and return to you.
Contact three people you know who currently work in companies.Find out:a. If employee happiness/satisfaction is mentioned anywhere in each company’s mission statement, vision statement, or core values statementb. Find out if each company measures employee moralec. Find out if manager performance
Suppose you were an employee morale consultant. You need to create a questionnaire for employees to fill out every year to determine morale levels in the company. You need to find out what the overall morale levels are as well as where the specific areas for improvement are. Create ten questions
Do you think it is fair or worthwhile for companies to use such personality profiling to filter candidates in and out of consideration? For instance, if companies find their most effective sales people are Myers-Briggs ESFJs, should they automatically disqualify an otherwise effective
How accurate was the assessment for you? Is this a fair or accurate categorization of you? Do you think it is OK if your current company categorizes your strengths and weaknesses in such a manner?
Write down the results of your personality profile (often in the form of letter combinations, word combinations, or colors).Continue with your online research and find out what careers are suggested for your personality type. An example search for a Myers-Briggs assessment may be “ENTJ
Go online and perform a search for a free personality assessment program. You may search for terms like “Free Myers-Briggs Test”or “Free DISC Assessment.” Complete the test and any accompanying assessment tools. Note: Experts usually recommend that such professional personality assessments
The success or failure of each of Cynthia’s new companies rests entirely on her shoulders. She must take decisive action and must show immediate results or she will soon be looking for a job.What would you do if you were in her shoes? Upon taking over new companies, what would be your philosophy
Horizontal context of performance management recognizes that performance management is directly related to factors of input and output in an organization. Performance management is not isolated to performance reviews and training. With this in mind, do you think that Cynthia should start at the
Cynthia makes two important assumptions in her turnaround philosophy. The first is that corporate values are crucial to a company’s success. The second is that the time, money, and energy it takes to convince key players to accept the key values is not worth the return.a. From your experience, do
Why not use the 20/80 rule instead of the 20/70/10 rule? For example, could you provide heightened financial and promotional incentives for the 20 percent of employees who excel while leaving the other 80 percent as is? Could providing a carrot without a stick work as well? Why or why not?
Obviously, in such a system, the stakes are high for both the potential overperformers and the underperformers. How could you prevent politics from corrupting such a system? How could you prevent managers from grading their friends artificially high while grading their potential political enemies
Would you use the 20–70–10 rule in the company you created in Basic Skill Builder 2.1? Does this philosophy fit within the values that you set forth to guide your company into the next decade?Would you encourage this environment in your company? Why or why not?
Would this philosophy work in some companies but not in others?Why or why not?

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Performance Management Concepts Skills And Exercises 2nd Edition Robert Cardy, Brian Leonard - Solutions

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