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Need an research paper on if overestimation of performance is common, management attempts to introduce benchmarking procedures are likely to meet with employee resistance. Needs to be 14 pages. Please
Need an research paper on if overestimation of performance is common, management attempts to introduce benchmarking procedures are likely to meet with employee resistance. Needs to be 14 pages. Please no plagiarism. Perceived weakness in performance would, therefore, be an important motivator for staff to support activities, such as benchmarking, that is geared towards improving their performance.
Furthermore, when we analyze the statement, management attempt to introduce benchmarking procedures what comes to mind is that the organization in its current state lacks these procedures. This essentially implies that management will be engaging in a change effort. Change efforts are done under many banners. The basic goal of introducing benchmarking procedures is to make fundamental changes in how the business is conducted in order to help it cope with new, more challenging market environments. Kotter’s statement confirms this to be a change effort. For this reason, we find the need to discuss this question from two viewpoints: firstly as a Lake Wobegon effect challenge and secondly as a change effort challenge.
As the Lake Wobegon effect challenge, this problem is a double whammy. For starters, management is faced with the challenge of transforming employee perception on the organization and secondly, the tool that they think is most appropriate for bringing a solution faces the resistance of adoption because of the very perception that they seek to reign in. This is the dilemma. Let us try to break down the problem into more comprehensible parts. First, employees perceive that their performance is better than it is in reality. This means that they will not see the reason to implement any new performance enhancing procedure such as benchmarking. Second, management has identified that there is indeed a problem that has to begin with changing employee perception. Management believes benchmarking is the way to go and would like to implement it. Third, employees – in our deduced scenario – resist managements push to implement benchmarking since they are convinced that what they are currently doing is already better than their peers.
