Case Study $1$

Differentiating Task from Contextual Performance

Consider the following adaptation of a job description for the position of a district business manager for a sales organization in Bristol$-$Myers Squibb $($MBS$)($wmw$.$bms$.$com$).$ BMS produces pharmaceuticals, infant formulas and nutritional products, ostomy and advanced wound care products, cardiovascular imaging supplies, and over$-$the$-$counter products. Some of its brands include Enfamil, Cardiajita, and Plavix. Its stated mission is to "extend and enhance human life by providing the highest$-$quality pharmaceutical and related health care products." In addition, all employees live by the BMS pledge: $"$We pledge$-$to our patients and customers, to our employees and partners, to our shareholders and neighbors, and to the world we serve$-$ to act on our belief that the priceless ingredient of every product is the honor and integrity of its maker."

DBM JOB RESPONSIBILITIES

The following are the core performance objectives for the district business manager $($DBM$)$ position: Create the environment to build an innovative culture, create and articulate a vision, drive innovation by embracing diversity and change, set the example, and thereby shape the culture. Develop and communicate the business plan, understand and explain BMS strategies, translate national plans to business plans for districts and territories, set goals and expectations of performance, set priorities, and allocate resources. Execute and implement the business plan, maximize rank order lists of medical education professional$-$relationships, achieve optimum coverage frequency of highest potential physicians, take accountability, and achieve results. Build relationships focused on customer retention, develop relationships $($i$.$e$.,$ networks$),$ influence others $($i$.$e$.$ internal and external$),$ and develop self and others. Strong skills are acquired in the following areas: written and oral communication negotiation, strategic analysis, leadership, team building, and coaching.

To Do: respond to the question below. Download the doc and answer the questions.

$1.$ Based on the DBM job description, extract a list of task and contextual performance behaviors.

Refer to Table $2$ for a review of the difference between task and contextual performance.

Table $2$: Main Differences Between Task and Contextual Performance

Case Study $2$

Choosing a Performance Measurement Approach at Paychex, Inc.

The following job description is for an account executive at Paychex, Inc. $($www$.$paychex,com$).$ Paychex, Inc., is a leading national provider of payroll, human resources, and benefits outsourcing solutions for small$-$to$-$medium$-$sized businesses. Paychex is headquartered in Rochester, New York, but the company has more than $100$ offices and serves hundreds of thousands of clients nationwide. Because account executives often make sales calls individually, their managers do not always directly observe their performance. Furthermore, managers are also responsible for sales in their markets and for staying up to date on payroll laws. However, account executives are responsible for training new account executives and networking in the industries in which they sell products. For example, if an account manager is responsible for retail companies, then that account executive is expected to attend retail trade shows and professional meetings to identify potential clients and to stay current with the issues facing the retail industry.

ACCOUNT EXECUTIVE JOB RESPONSIBILITIES

$-$ Performing client needs analysis to ensure that the major market services product can meet a client's requirements and expectations

$-$ Establishing clients on the host processing system

$-$ Acting as primary contact for the client during the conversion process

$-$ Supporting clients during the first few payrolls

Defining Performance and Choosing a Measurement Approach

$-$ Completing the required documentation to turn the client over to customer service for

$-$ ongoing support

$-$

$-$ Keepingatives in pre$-$sales efforts

Keeping abreast of the major market services system and software changes, major changes and trends in the PC industry, and changes in wage and tax law.

To Do: respond to the question below. Use the table below to help.

$1.)$ Based on the above description, assess whether Paychex should use a behavior approach, a results approach, or a combination of both to measure performance

$2.)$ Using the accompanying table as a guide $($below$),$ place check marks next to the descriptions that apply to the job of account executive. Explain why you chose th approach you did.

Table Information:

Behavior anproach to measuring erformance is most appropriate when

the link between behaviors and results is not obvious.

outcomes occur in the distant future.

poor results are due to causes beyond the performer's control.

Results approach to measuring performance is most appropriate when workers are skilled in the necessary behaviors. behaviors and results are obviously related. results show consistent i