Lecture Notes Employee Performance
Employees must know what they need to do to perform their job successfully. Setting performance
expectations and goals for individuals and groups to channel their efforts towards achieving
organizational objectives. Getting employees involved in the planning process helps them understand
the goals of the organization, what needs to be done, why it needs to be done and how well it should be
done, Terrington (1995).
Performance expectations need to be understood and where possible, to involve the contribution from
the employees as Terrington (2005) puts it. Williams (2000), argues that as individuals cannot always
control their results, it‘s important to have behavioral targets as well as output targets. It is
recommended that there is a personal development plan which would again underpin the achievement
of objectives.
Price (2005) states that managing employee performance every day is the key to an effective
performance management system. Setting goals, making sure expectations are clear and providing
frequent feedback help people perform most effectively. Goal setting involves managers and
subordinates jointly establishing and clarifying employees‘ goals. It affects performance through
influencing what people think and do by focusing their behavior in the direction of goals, energize
behavior, motivate people to put forth the effort to reach difficult goals that are expected and clarifies
duties and responsibilities.
Participation convinces employees that the goals are achievable and can increase motivation and
performance Cummings and Worley (2005). Clear performance expectations are a critical factor in
teamwork success, whether your goal is to develop a project team, your departmental team, or a sense
of teamwork company-wide, clear performance expectations support teamwork success. Use clear
performance expectations to help employees develop accountable, productive, meaningful,
participatory teamwork Armstrong (2003).
Measurement is an important concept in performance management. It‘s the basis for providing and
generating feedback. It identifies where things are going well to provide the foundations for building
further success, and it indicates where things are not going so well, so that corrective action can be
taken. Armstrong (2006) all jobs produce outcomes even if they are not quantified. It‘s therefore often
necessary to measure performance by reference to what outcomes have been attained in comparison
with what outcomes were expected.
According to Behn (2003), the fundamental purpose behind 20 measures is to improve performance.
Measures that are not directly connected to improving performance (like measures that are directed at
communicating better with the public to build trust) are measures that are a means to achieving that
ultimate purpose. There are several methods of assessing individual‘s ability to perform a job effectively
and to identify the gap between effective and current performance for which a training solution will
contribute to closing the gap Muchel‘le (2007).
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the ‗virtuous circle‘ as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Performance expectations need to be understood and where possible, to involve the contribution from
the employees as Terrington (2005) puts it. Williams (2000), argues that as individuals cannot always
control their results, it‘s important to have behavioral targets as well as output targets. It is
recommended that there is a personal development plan which would again underpin the achievement
of objectives.
Price (2005) states that managing employee performance every day is the key to an effective
performance management system. Setting goals, making sure expectations are clear and providing
frequent feedback help people perform most effectively. Goal setting involves managers and
subordinates jointly establishing and clarifying employees‘ goals. It affects performance through
influencing what people think and do by focusing their behavior in the direction of goals, energize
behavior, motivate people to put forth the effort to reach difficult goals that are expected and clarifies
duties and responsibilities.
Participation convinces employees that the goals are achievable and can increase motivation and
performance Cummings and Worley (2005). Clear performance expectations are a critical factor in
teamwork success, whether your goal is to develop a project team, your departmental team, or a sense
of teamwork company-wide, clear performance expectations support teamwork success. Use clear
performance expectations to help employees develop accountable, productive, meaningful,
participatory teamwork Armstrong (2003).
Measurement is an important concept in performance management. It‘s the basis for providing and
generating feedback. It identifies where things are going well to provide the foundations for building
further success, and it indicates where things are not going so well, so that corrective action can be
taken. Armstrong (2006) all jobs produce outcomes even if they are not quantified. It‘s therefore often
necessary to measure performance by reference to what outcomes have been attained in comparison
with what outcomes were expected.
According to Behn (2003), the fundamental purpose behind 20 measures is to improve performance.
Measures that are not directly connected to improving performance (like measures that are directed at
communicating better with the public to build trust) are measures that are a means to achieving that
ultimate purpose. There are several methods of assessing individual‘s ability to perform a job effectively
and to identify the gap between effective and current performance for which a training solution will
contribute to closing the gap Muchel‘le (2007).
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
Price et al (2005), states that a human resources manager can either question employees about their
job, problems or perceived training and development needs or even observation can be used to
investigate work flows. Data from internal records can also be analyzed to identify patterns and trends
in performance of an employee. Quantity of units produced, processed or sold is a good indicator of
performance, but care should be taken not compromise on the quality. Quality of work can be measured
by several means, example the percentage of work to be redone or rejected. In sales the percentage of
inquiries converted to sales is an indicator of salesmanship quality. Timeliness and how fast work is
accomplished.
The cost of work performance can be used as a measure of performance only if the employee has some
degree of control over the cost Price (2005). Absenteeism and tardiness, an employee is obviously not
performing when he/she is no at work. Other employees‘ performance may also be affected by this
absenteeism. Creativity can be difficult to measure/quantify as a performance measure but in many
white collar jobs, it is vitally important. Supervisors and employees should keep track of creative work
examples and attempt to quantify them Noe (2001) Performance appraisal tells top performers that
they are valued by the company.
It requires managers to at least 21 annually communicate to employees their performance strengths
and weaknesses. A good performance appraisal requires that all employees doing a similar job are
evaluated using the same standards Price (2005). Muchel‘le (2007), states that appraisals are a major
performance measure. Manager‘s appraisal is whereby a manager appraises the employee‘s
performance and delivers the appraisal to the employee. This is by nature a top-down and does not
encourage the employees‘active participation. It‘s often met with resistance because the employee has
no investment in its development.
Self-appraisal and employee appraises
Self-appraisal is when the employee appraises his or her own performance, in many cases, comparing
the self-appraisal to the manager review. Often, self-appraisals can highlight discrepancies between
what the employee and management think are important performance factors and provide mutual
feedback for meaningful adjustment of expectations. Peer appraisal- employees in similar positions
appraise an employee‘s performance.
Robert S. Kaplan and David P. Norton have developed a set of measures that they refer to as ―a
balanced scorecard.‖ These measures give top managers a fast but comprehensive view of the
organization‘s performance and include both process and results measures. Kaplan and Norton compare
the balanced scorecard to the dials and indicators in an airplane cockpit. For the complex task of flying
an airplane, pilots need detailed information about fuel, air speed, altitude, bearing, and other
indicators that summarize the current and predicted environment. Reliance on one instrument can be
fatal. Similarly, the complexity of managing an organization requires that managers be able to view
performance in several areas simultaneously.
A balanced scorecard—or a balanced set of measures— provides that valuable information. Kaplan and
Norton recommend that managers gather information from four important perspectives: The
customer‘s perspective. Managers must know if their organization is satisfying customer needs. They
must determine the answer to the question: How do customers see us? The internal business
perspective Managers need to focus on those critical internal operations that enable them to satisfy
customer needs.
They must answer the question: What must we excel at? The innovation and learning perspective of an
organization‘s ability to innovate improve and learn ties directly to its value as an organization.
Managers must answer the question: Can we continue to create and improve the value of our services?
The financial perspective in the private sector, these measures has typically focused on profit and
market share. For the public sector, financial measures could include the results-oriented measures
required by the Government Performance and Results Act of 1993 (i.e., the Results Act).
Managers must answer the question: How do we look to Congress, the President, and other
stakeholders? 2.5 Relationship between Training and Development and Employee Performance Myles
(2000), states that a company that seeks to train and develop its employees well and reward them for
their performance has its employees in turn motivated and thus are more likely to be engaged in their
work hence improving performance and loyalty to their company. These same employees, being the
point of contact with customers will provide better service, leading to more business and more referrals
from the satisfied customers.
The increase in sales through referrals and repeat businesses will translate into an increase in business
profits thus improving shareholders‘investment. The shareholders 23 are therefore benefiting from
increased returns on their investment in the business. In addition, good financial performance also
attracts new shareholders to the business. Suppliers will be eager to do business with the company due
to its financial strength and its positive reputation. The company is therefore able to negotiate friendly
purchase terms with suppliers.
This example illustrates the virtuous circle‘as described by Lisk (1996) where there is a reciprocal
relationship between training & development and performance. Learner (1986), to further illustrate this
reciprocal relationship, conducted an eleven year study and found that organizations with cultures that
emphasized training and development and ethical values in every area with regards to employees,
customers and stakeholders, as well as leadership from managers, outperformed companies that did not
have this cultural characteristics by a huge margin. Seligman (1978) stated that where values are
clarified and shared, productivity and job satisfaction increase. According to Noe (2001), organizations
that embrace training and development practices are able to retain customers, suppliers, employees,
stakeholders and shareholders in the long-run as they are deemed more trustworthy and better
custodians of the interests of the various stakeholders. This translates into better financial performance
of the business.
