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Dear Workforce: How Do We Teach New Supervisors to Judge Employee Performance?

Dear Workforce: How Do We Teach New Supervisors to Judge Employee Performance?Summary:This article talks about the issues of performance management. The article says that if an organization correctly implements an efficient performance management system and culture of accountability, the organization and supervising will run more smoothly. One of the steps in creating an effective system is to secure ownership by senior leaders. This involves getting senior leaders involved in the promotion of performance management. The supervisors are then allowed to provide candid feedback. Another step is tying individual goals to business strategy. This involves tying employees’ and supervisors’ goals to the business strategy. Another step is holding individuals accountable for living the organization’s values. This involves guiding how work should be done to achieve organizational values. A clear idea of what work needs to be done, should be set. The fourth step is to encourage employees to take responsibility for their own career management. “An effective system should create a partnership between employees and supervisors focused on mutual success.” Employees need guidance and coaching from supervisors, but they also need to use their own personal motivators. Another step says that supervisors should also be held accountable for providing regular feedback. “Consider tracking and compensating them for conducting regular coaching discussions.” They need to have regular discussions throughout the year. The final step is to stop changing those forms or screens. The focus needs to be on continuous dialogue between employees about the issues of the organization. “When supervisors focus on performance and mutual goals year round, the performance review is a much easier conversation.”Analysis:This article focuses on the ideas of performance management and coaching that we learned about this week. It also reviews some of the ideas that we previously discussed in this class. One of the steps to be successful is to involve supervisors in the process of performance management, which includes “performance planning, coaching to reinforce performance plans and develop followers, and conducting the formal performance review” (text, p. 290). The managers are allowed to give feedback. Another step is tying goals of employees to those of the organization. This includes involving managers and employees in developing objectives (text, p. 290). Situational leadership says that employees should be involved in planning the objectives “at a level consistent with the follower’s performance readiness” (text, p. 290). We have also learned through previous chapters that involving employees in the objectives setting process increases commitment, motivation and productivity (text, p. 122-125). The Hawthorne Studies also suggested that integrating employees’ suggestion made them feel important and committed to the organization (text, p. 47). Another step involves setting a clear path to achieve organizational goals and guiding employees to achieve those goals, and then holding employees accountable for achieving those goals. Managers can do this through performance planning by agreeing on goals and their role in achieving those goals (text, p. 290). This allows the employee to know what their tasks are and how they will be evaluated. Everyday coaching will guide employees in achieving those goals (text, p. 291). Employee can then be held accountable by measuring their performance against the goals that were set during the planning process (text, p. 292). Another step is to encourage employees to take responsibility for their own career management. Employees should be given an idea of “where structure and direction can be expected and where delegation may be appropriate” (text, p. 290). Coaching is good because it gives everyday guidance and feedback (text, p. 291). Freedom to expand on one’s job (text, p. 59) and have more ability to make decisions (text, p. 96) allows employees to be more satisfied and productive at work. Another step is to provide regular feedback and not just end of the year evaluations. This is known as coaching and involves making “clear connections between their leadership styles, the objectives set in the performance-planning process, and the follower’s performance readiness level for achieving each specific objective” (text, p. 291). Coaching involves talking to and guiding employees to reach the organizational goals that were set during planning. If coaching is done thoroughly, “there should be no surprises” (text, p. 291) during the final performance review. Coaching helps a manager note progress throughout the year and allows them to make better decisions on how well they met the goals set in the planning process. This article also suggests that regular coaching discussions will help the final performance review go easier.I need a comment (verify solution) in 50-100 words from the response given above from the web address below.References:, Blanchard, Johnson. Management of Organizational Behavior, 9th Edition, CH13&14.Criteria:Response must add clarification, critical thinking, or additions to understanding. Statement like "I agree" or "You are correct" will receive no credit. Remember to focus upon our weekly organizational behavior topics like “leading effective teams and managing people to perform”.

The analysis rightly states that there is a close relationship between accountability andperformance management. If an organization is able to effectively implement performancemanagement then it...
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