performance management

Disrupted Links in the Performance Management Process at Omega, Inc. 3 mesa, Inc., is a small manufacturing company Backon the job, managers gave fecdback to their whose sales success or failure rests in the employes negarding their standing in nelation to hands of sales representatives employed by their sales qqaoeas. Since the employees had no way of franchised dealers operating independently. Omega monitoring their own progress toward their quotas, faces a challenging situation because it does not have the performance fendluck consisted of lithe more thasn control over the people working for the independent a reiteration of monthly saks gaalb. There was no perdealerships. In fact, it is the performance of these formance appratsal form in place, so discassions were individuals that dictates Omega's sales sucoms. To not documented. This lack of feedback continued, and make things even mone complicated, until recently. although soles quotas were being met for the first frw there was no clear understanding of the role of the months, franchive owners noetved complaints frum sales representatives and there were no formal sales customers about the low quality of customer service processes in place. Sales representatives varied greatly they were receiving Sulbequently, sales began to dein terms of their level of skill and knowledge; most. dine. Furthermore, many oeden were ofben incumect, put in little effort beyond taking orders, and they forcing customers to ntum items to Omega. did not feel motivated to make additional sales. While the new performance management process Finally, franchises varied greatly regarding their was an improvement over no performance managemanagement strategies and follow-up with Omega. ment (at least initially), the franchise owners were Recently, understanding the need to improve still far fromhaving a system that included a smooth the performance of sales representatives, Omega transition between each of the components of the agreed to partially fund and support a training periormance managment procos. Baved on Omega's program for them. The network of franchise own- situation. please answer the following questions ers, in tum, agreed to work together to implement a periormance management system. As a first step in 1. Consider each of the links of the performance creating the performance management system, the maragement proceso as shown in Figure 2-1: franchise owners conducted a work analysis of the role of the sale representatives, wrote a job descrip- a. pterequisites performance planning tion, and distributed it to all sales representatives. b. performance planning performance The franchise owners also adopted a franchise-wide euecution mission statement based primarily on the need to c. performance euccution performance provide high-quality customer service. This mission asessment statement was posted in all franchise offices, and d. performance assesment performance each franchise owner spoke with his employees nevien about the contribution made by individual sales e. performance neview prenequisites on achieving their mission. As a second step, the managers set performance goals (i.e. sales quotas) Discuss whether each of the links is present. for each employee. Then, all sales nepresentatives and in what form, in the performance attended extensive training sessions. The employees marngement system described. received feedback based on their performance in 2. Given your answers to question 1, what can the training course, and then, were reminded once be done to fix each of the disrupted links in again of their sales quotas. the process