Clear performance expectations are a critical factor in teamwork success. Whether the goal is to develop a project team, departmental team, or a sense of teamwork company-wide, clear performance expectations support teamwork success (Bogardus, 2009). Use clear performance expectations to help your employees develop accountable, productive, meaningful, participatory teamwork. A lack of clear performance expectations is cited as a key contributing factor to employee happiness or unhappiness at work. In a poll about what makes a bad boss bad, the majority of respondents said that their manager did not provide clear direction (Bogardus, 2009).
How might these three employees’ characteristics affect the performance of the organization? In my opinion it seems to me that the most common concern is the personality trait. All three of the employees have different personality traits; this will require a different means of communication from a manager. To look a bit deep, a manger must know his people and their capabilities, for instance placing people in the right job makes all the difference in the world and can greatly affect the organization performance in a positive or a negative way. For a better example, let look at employee number one from our employee questionnaire, in the case of Dontae, he has a introvert personality with strong individual skills in supply procurement.
As Kopelman and et al. (2012) stated “the manager who holds Theory X beliefs may unwittingly engineer a low level of employee motivation and (ironically) lament to a colleague that you can't get good workers nowadays” (pg. 451). Theory Y is the counterpart. In this Theory, mangers assume employees can be self-motivated, committed, responsible and creative workers.
The “us against them” mentality of the bureaucratic structure fostered employee resentment that ruined the core of the company. The employees were working for a paycheck, not for a purpose. The company lacked a clear vision for what was expected of the people that worked there. They also lacked a leadership structure that empowered the work force to feel like they were contributing to the success (or failure) of the organization. If leaders are meant to lead by example we can make some
Employee Motivation Theory Often times companies that struggle with the relationship between the employees and the goals of the organization; sometimes the moral of its employee is thread that sets the relationship apart. Managers have made several failed attempts to establish that relationship with the employee to knit them together with the goals of the organization. Therefore, the company level of accomplishments is diminished. A good manager has learned good people skills, and often times he/she is able to motivate their employees to increase their output. It is important to be able to penetrate any barriers that the employee may have as a defense mechanism.
Some employees will try to produce more for fear of losing their jobs, but this does not provide positive motivation which, in my opinion, is a better means of motivation. I do not feel that these ranked appraisals necessarily boost morale by pointing out an employee’s ranking in production when they are hardworking, show up on time, and don’t miss days. For employees that don’t try and don’t want to work, this an excellent tool for trimming the fat, but not a motivational technique. It could also help to make short-term production goals, but could serve to further disgruntle employees without a perceived positive motivational enforcements. From an expectancy theory point of view, in my opinion, the forced ranking performance appraisals would still need to be coupled with goal setting and rewards to motivate the employees to step up their efforts to work harder, and to be more efficient and productive.
Kudler may not have the resources to launch advertising for the company because problems have occurred because of the lack of experience to the target market. Kudler needs a target market to allow the company to focus on marketing dollars and brand communication on a exact markets that is more likely to buy from than or other markets. This is a much more reasonable and efficient, and successful way to make potential clients and generate business. Kudler chain of stores makes them a distinguished factor in the market. This is why a lack of customers will have a huge affect on the growth of the company because of the decrease of the sales in the
There is no training program for them that state any reasons why the culture of the company relies on customer satisfaction. So in this case some employees may feel resentment for having to put so much effort into making their customer happy. For instance, some Nordstrom employees may feel that it is too difficult to meet the needs of some of their customers. Employees are expected to go out of their way, even to work long hours or beyond their hours to meet their customers’ needs, but they do not get compensated for any overtime. The environment for this employee could be very stressful and cause them to not want to put much effort into sales.
Moreover, a belief that people have a moral obligation to do the “right” thing leaves little room for compromise. Sometimes peer and management do not always what to do what is “right.” The person who does is mocked and their peers become jealous of them. In today’s society, ethics and one’s personal values diminish more and more with each passing day. In my view, the Kudler Fine Foods (KFF), needs to continue to be more diligent in detailing the type of actions they plan to initiate and the expected outcomes for potential result. An important feature for keeping a company up is being aware of the competition factor.
In this case, the supersonic sales staff feels under paid however the management is of the view that they staff is being over paid and have been slacking. The staff has put forward a request to increase their salries, however as the company feels that the staff is under worked and is reluctant to increase their salaries, atleast not until the performance has improved in the region. Sales manager, Bob Basler, is now faced with two solutions for this dilemma either to raise the quotas or reduce the compensations