Case: ACCENTURE

Please read the case Accenture from Chapter 2 JOB PERFORMANCE Page: - 50 given in your textbook Organizational behaviour: Improving performance and commitment in the workplace (7th ed). by Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2021) and Answer the following Questions:

Assignment Question(s):

Part:-1

1. Describe the major strengths and weaknesses of Accentures new system of providing employees feedback about their job performance. (02 Marks ) (Min words 150-200)

2. Identify types of job performance that Accentures new system of providing performance feedback would best account for? Which types of job performance that might be overlooked? Explain. (02 Marks ) (Min words 150-200)

3. Describe jobs or job contexts where a performance management system like the one Accenture replaced might be more appropriate? Explain. (02 Marks ) (Min words 150-200)

Case: Accenture Accenture, one of the world's largest and most successful consulting and professional ser- vices firms, recently abandoned its long-standing practice of evaluating the job performance of employees on an annual basis by ranking them against each other based on their record of achieving goals and objectives. To a company with about 400,000 employees, such a change to its internal operations was a very big deal. However, given trends in the consulting and professional services industry, together with Accenture's emphasis on innovation and changing employee demographics, company management felt that change was absolutely necessary. Accenture's leadership came to believe that the ranking system didn't provide the type of information employees need to achieve high performance in a context where technology and client needs are constantly evolving. Employees were given a bunch of goals and objectives, but because of the multifaceted nature of the work and pace of change, these goals and objectives were moving targets, often conflicting and confusing. As a result, it was very difficult to evaluate employees and rank them against each other. Accenture also realized that the system required a lot of time and effort. It calculated that about 2 million hours a year were spent on the evalua- tion and ranking process, with 75 percent of this time spent filling out the required paperwork. Understandably, the system was also dissatisfying to the company's predominantly millennial workforce. The company's CEO at the time, Pierre Nanterme, felt that he would lose millennials if the primary source of performance feedback was an annual meeting with managers who sim- ply share what they think of them. Ellyn Shook, Accenture's Chief Leadership and Human Resources Officer, explained that, despite all the time and effort that went into the old ranking system, it simply did not do enough to help employees improve their performance in a way that added value. Shook led the effort to replace the cumbersome backward-looking ranking system with a system that is easier to use and much more forward-looking. The company developed a performance management app with voice recognition that works on mobile devices. Employees use the app whenever they wish to ask for and receive immediate feedback from coworkers. This way they can apply it immediately to improve their skills. Accenture reports that their new program has been successful. The app is visited over 70,000 times a day, employee mood has improved, and recruiters refer to the app during job interviews because they believe applicants consider it a selling point. Exercise: Performance of a Server The purpose of this exercise is to explore what job performance means for a server in a restau- ant. This exercise uses groups of participants, so your instructor will either assign you to a group or ask you to create your own group. The exercise has the following steps: 2.1 Conduct a job analysis for a restaurant server. Begin by drawing a circle like the one below. Use that circle to summarize the major job dimensions of a restaurant server. For example, one job dimension might be Taking Orders. Divide the circle up with four additional job dimensions. Now get more specific by listing two behaviors per job dimension. For example, two behaviors within the Taking Orders dimension might be Describing the Menu and "Making Recommendations. At the end of step 1, you should have a list of eight specific behaviors that summarize the tasks involved in being a restaurant server. Write your group's behaviors down on the board or on a transparency, leaving some space for some additional behaviors down the line. Taking Orders 2.2 Take a look at the resulting list. Did you come up with any behaviors that would be described as citizenship behaviors"? If you didn't include any in your list, does that mean that citizen- ship behavior isn't important in a restaurant setting? If your group includes someone who has worked as a server, ask him or her to describe the importance of citizenship behavior. Come up with two especially important citizenship behaviors and add those to your list