Performance Management Analysis

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Determination of Performance

Emmanuel Boydon

Ashford University

HRM 640: Performance Management Metrics and Measurement of Human Resources

Dr. Pamela Van Den Bussche

January 25, 2021

Determination of Performance

When we think about a top performer, we can look at factors that help or hurt their likelihood of being a top performer. A combination of three factors allows some people to perform at higher levels than other: declarative knowledge, procedural knowledge, and motivation (Aquinis, 2013). Providing on the job training and/or onboarding for employees is an important way to share the organization’s thoughts on processes and procedures can help sales associates be more successful. The retail store increased employee knowledge by initiating a training program for sales associates in the hopes of raising sales and profitability for the organization. Knowledge management is a concept that depends on collecting, auditing and sharing information with the organization’s stakeholders (Tufaha, 2020). With training and practice come knowledge and experience, that when put together can drive employee motivation. Lizzy and Noelle have different levels of training, which may lead to different levels of knowledge, experience and even motivation to carry out their jobs. Knowledge is only one of the factors that determine employee performance. The declarative knowledge from the training program provided new employees detailed product information. They also got insight on upselling strategies that sales associates can practice. Lastly, the training prepared sales associates to answer questions about the items for sale and potentially sell more items associated with what the customer is looking for. Customer service training and role playing with tailored feedback provided procedural knowledge that could be practiced to improve interpersonal skills needed to interact with customers and sell them on the products the retail store has available. It is up to the individual to take the knowledge and do something with it. It takes motivation to do something with the knowledge and that is the last factor determining performance. An employee can have the knowledge to do and say what is necessary but they must also tie it all together and use this knowledge. It may not go perfect at first, or at all, but they must try to use what they have learned to do the job.

Lizzy and Noelle have different factors that lead to areas where there is room for performance improvement. Lizzy took part in the new training program because it was initiated a year before she was hired, and it was initiated about a year after Noelle was already with the company so she did not receive the same training and practical knowledge. Lizzy reaped the rewards from the training program, although she seems disengaged at times. Those disengaged employees might stay at their company and muddle through (Hedges, 2014) but that takes away from the high caliber performer that she can be with a few adjustments in thought processes and motivation. She knew item descriptions and could interact with customers with ease. Her laid back approach and seemingly lack of desire to complete sales that were close to the end of her shift show a slight lack of motivation. Her manager could provide feedback that may increase her engagement and get her to stick with a sale through the end of the process, even if it means staying a little past the end of her shift. Lizzy has a more laid-back approach with regards to customers and initiates communication when she thinks the customer could use assistance. eaves work right when her shift is done even though this costs her expensive sales that goes to her coworkers, which seem to be a low motivation on making sales at the expense of staying past her shift. Lizzy’s motivation could improve as she does not engage customers right away like Noelle who is more personable. On the other hand, Noelle could learn more about the items for sale so she can answer customer’s questions on the spot instead of breaking away to get more info. It may benefit Noelle and other sales associates in similar situations to attend the training course at least one time. Additionally, Noelle’s personable nature puts customers and other coworkers at ease, but takes away from her time management and customer support because she may socialize a bit much. Noelle, on the other hand knew the company’s vision, which is declarative knowledge, based on her time working for the retail store. She also has good interpersonal skills which puts customers at ease and attended to needs in the form of procedural knowledge. The focus should be to provide the maximum value to the employees on individual level (Khan & Jabbar, 2013).

Who can we focus on to ensure both employees get the factors needed to perform? That would be the manager, but with the help and guidance of the human resources department. Human resources managers work diligently to make sure that the appraisal process is implemented appropriately in their organization. The first responsibility of HR is to make sure that both employees and management understand how to use the system in place (Smyth, 2020). In this scenario, the HRM could work with the manager to assess ways to improve each employee’s performance. The manager can see that although Lizzy and Noelle have the same number of sales, they can increase those with a performance improvement plan. HRM could mediate between the manager and the employee to make sure they address the performance appropriately that is tailored to each individual. The goal is to have engaged employees that work with their manager and HRM to grow and develop. Engaged employees stay longer, actively involve themselves in the workplace and produce better results (Hearn, 2018). Engagement is motivation that when combined with knowledge will increase the likelihood of increased performance based on the three determinant factors of performance management

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References

Aguinis, H. (2013). Performance management (3rd ed.). Retrieved from https://content.ashford.edu/

Hearn, S. (2018). Why is Performance Management Important? Retrieved from https://www.clearreview.com/why-performance-management-important/

Hedges, K. (2014). 8 Common Causes of Workplace Demotivation. Retrieved from https://www.forbes.com/sites/work-in-progress/2014/01/20/8-common-causes-of- workplace-demotivation/?sh=6b459c4e42c6

Kahn, M. & Jabbar, M. (2013). Determinants of Employees Performance in Corporate Sector: Case of an Emerging Market. Retrieved from http://www.sciedupress.com/ journal/ index.php/bmr/article/view/3044

Smyth, D. (2020). What Role Does the HR Department Plan in Performance Evaluation? Retrieved from https://smallbusiness.chron.com/role-hr-department-play-performance- evaluation-44928.html

Tuffaha, M. (2020). The Determinants of Employee’s Performance: A Literature Review. Retrieved from https://j.ideasspread.org/index.php/jems/article/view/669