Diagnosing the Causes of Poor Performance - Case Study Example

Report on Case Studies Name Institution Date Table of Contents Table of Contents 2 Executive summary 4 Introduction 5 Case Study 4-1 Diagnosing the Causes of Poor Performance 5 Case Study 4-2 Differentiating Task from Contextual Performance 7 Case study 4-3 Choosing a Performance Measurement Approach at Paychex, Inc 9 Case study 4-4 Deliberate Practice Makes Perfect 12 Recommendation 14 Conclusion 14 Executive summary Success of a business requires a very deep assessment so that various issues can be established. This paper has provided an analysis of various case studies with respect to performance. For starters, it is noted that diagnosing an issue in employee’s performance will facilitate effective implementation of suitable measures. An analysis of task and contextual performance has been provided and their significance in relation to work performance. Case study 4-3 has outlined the significance of choosing a performance measurement approach in relation to Paychex, Inc. Lastly, case study 4-4 offers an overview of why it is important to use deliberate practice as a means of perfection. Introduction Performance is based on one’s ability and motivation. In this case, ability is about an individual’s aptitude, together with the resources and training provided by an organization. Task performance is about transforming fresh materials into services and goods which are detailed to a given job, the central technical skill. Contextual performance relates to aspects of personal performance which upholds and increases a company’s social network as well as the psychological environment that encourages technical tasks. Every organization measures performance somewhat. Measurement of performance is among the basis of business success. It is very imperative to appreciate that without sufficient response regarding someone’s performance in the course of practice, resourceful learning is not possible and improvement is insignificant (Kern, 2011). Effortless practice is not adequate to rapidly acquire skills. Simple repetition of whichever activity may not result in improved performance. The paper analyzes various case studies. Case Study 4-1 Diagnosing the Causes of Poor Performance In an individual context, the work performance depends on how good an individual carries out his or her particular tasks and it is noted that employees who are highly performing go further than the tasks delegated to them (Daley, 2008). For individuals who are non-performing, this is absolutely the opposite, for they may not perform even fundamental tasks within their control. However, we ought to know that poor performance is a status that can be changed (Yinglei & Nicole, 2011). Motivation is the outcome of commitment and desire (Yinglei & Nicole, 2011). An individual may have all the required skills to accomplish a tasks but their performance is always poor. This is the case with the case study where Heather has appropriate knowledge of the way to plan training classes. However, she has been given low ratings since she experiences difficult time answering particular questions during class and she appears unapproachable when classes are over when questions need to be asked. With this in mind, it appears that the poor performance by Heather could be due to declarative knowledge deficiency. Declarative knowledge entails understanding the fundamental facts (Gegenfurtner, 2011) like Washing D.C being America’s capital city and recalling the stored information. On the other hand, procedural knowledge involves knowing the way of doing something, like riding a bicycle. As it is evidenced that Heather experienced problems with answering questions in class, it is clear that Heather had deficiency in declarative knowledge. Regardless of the research she conducted concerning good communication, networking, and what fresh managers ought to know to succeed, she had issues with delivering good performance. Improper diagnoses may result in lots of issues later on (Noe, 2012). Low ability might be linked to and not limited to the following: low personal skill, aptitude, and knowledge (in this case declarative knowledge); tasks that are over-difficult; absence of progress over time; evidence of powerful effort, regardless of poor performance (Daley, 2008). Individuals with ability that is low might have been badly matched with responsibilities for starters. A number of things can be done as remedy of poor performance. With respect to the case study, Heather needs to make her training session more interactive. Instead of using models that are theoretical, she ought to implement models that are more practically relevant. According to Gegenfurtner (2011) an individual becomes very skilled in solving problems when using procedural knowledge instead of declarative knowledge. Since Heather appears to have procedural knowledge as illustrated by the way she integrates both behavioural modeling and exercise into her classes, it could be easier for her to answer any question projected by her students. Improving an individual’s motivation is another factor that enhances one’s performance. With regards to the case study, performance assistance could be of help to Heather. This can be accomplished through securing of the needed resources. For Heather to effectively engage her class through procedural knowledge, she needs the necessary resources. Case Study 4-2 Differentiating Task from Contextual Performance The difference between contextual performance and task performance has gained broad acknowledgement in literature studying behaviour during work (Edwards et al, 2008). Task performance means the central technical activities and behaviours entailed within the job. Contextual performance on the other hand implies the behaviours that foster the setting within which technical core functions. General examples of behaviours of contextual performance include task volunteering, helping co-workers, and defending the company (Aguinis, 2013). These behaviours to a great extent are significant for accomplishing the outcomes of the organization and principally for cultivating lasting success. According to Bergman et al (2008) it is generally the contextual aspects of job performance, instead of the technical dimensions, that are able to be expected from traits constructs. It is concluded that personality associates more greatly with behaviors of organizational citizenship compared with task performance. It seems that, on the other hand, cognitive capacities are more applicable to the task performance prophecy (Edwards et al, 2008). Other research argues that when variables of personality applied in the expectation of one’s performance are developed via job evaluation, they foresee performance that is task-related, in addition to job performance that is contextual. Job performance’s nature in a company relies on the job’s demand, organization’s goals as well as mission, and beliefs within the company regarding what behaviours are greatly valued (Christian et al, 2011). Hence, research has determined that the comparative significance given to behaviours related to task and contextual has considerable implications for performance definition used in developing decisions in human resource. For instance, it is argued that the strength of procedures of selection relies on the comparative values positioned on contextual and task performance. Both contextual and task performance illustrate the definite behaviours of a person. These behaviours are able to be differentiated from effectiveness, implying the effect that behaviours pose on outcomes valued by a company. This difference highlights that one’s performance if described by conduct itself whereas effectiveness entails the outcome of behaviour (Christian et al, 2011). Generally, it is assumed that managers can involve in contextual deeds when they desire, and this choice represents personal distinctions in motivation. On the contrary, people do not constantly have the chance to get involved in flexible activities. While demands of task rises, for instance when the task turns out to be more difficult, the chance for getting involved in contextual activities might reduce, because people are expected to dedicate a rising percentage of accessible resources toward task performance (Edwards et al, 2008). Due to this, it then implies that choosing to engage in behaviours that are contextual will just be realistic in some circumstances. With respect to the differentiating task from contextual performance, the following are task performance behaviours in accordance with the case study: creating an atmosphere to build a culture that is innovative; creating and articulating the company’s vision; driving innovation through change and diversity embracing; setting the example hence shaping the culture. Devising and communicating proper business plan; comprehending and explaining the strategies of Bristol-Myers Squibb (BMS); translating general plan to territories and districts’ business plans; lay down expectations and goals; setting priorities; and resources allocation. Executing and implementing the organization’s business plan.Contextual performance on the other hand entails: maximizing title order directory of medical education experts in terms of relationships; obtaining maximum coverage regularity of leading potential physicians; taking accountability; and achieving outcomes. The manager also establishes relationships centered on client retention; devising relationships like networks; influencing others both internally and externally; and building self as well as others (Aguinis, 2013). Case study 4-3 Choosing a Performance Measurement Approach at Paychex, Inc According to Aguinis (2009) management of performance is a vital element of the organization since it offers a stand for managers and supervisors to measure performance of the employee and establish whether the organization’s expectations are being met by the employees. Business success models support the application of measures of performance, but additionally and more significantly, they put into consideration the plan of approaches of performance measurement to make sure that measures are united with the strategy, and moreover that the approach is working successfully in monitoring, driving, and communicating performance (Henri, 2008). For effective improvement of the organization, it is important to implement appropriate performance measurement (Aguinis, 2009). The significance of measuring performance has risen with the acknowledgement that in order to be triumphant in the long run, it is vital to meet every stakeholder’s requirements including employees, suppliers, customers, consumers, and shareholders. Whereas the significance of measuring performance is hard to measure, it is clear that in practically all texts, case studies, and research on organizational growth, that measurement of performance plays a vital role (Cadez & Guilding, 2012). Thus it is worth appreciating that measurement of performance is a requisite for benchmarking as well as business excellence. A behavioural method in performance management highlights what is done by employees, basically the way work is carried out (Burke & Cooper, 2008). This method is most suitable when the connection between results and behaviours is not evident; outcomes happen in the coming years; poor results happen as a result of causes that are beyond the control of an employee. The approach of behaviour might not be applicable when most conditions are absent. In most circumstances, conversely, the insertion of a couple of measures that are behaviour-based is beneficial (Popova & Sharpanskykh, 2010). On the other hand, a results-based approach highlights the results and outcomes generated by workers. Results approach is principally an approach that is bottom-lined and is not interested with the way work is carried out provided particular specific outcomes are obtained (Henri, 2008). This method is most suitable when; employees are skilled within the required behaviours; results and behaviours are clearly related; results display steady improvement with time; and there exist various ways in which the job can be done right. A stress on outcomes can be advantageous because it may possibly support workers to obtain the preferred results in ways that are creative and innovative (Popova & Sharpanskykh, 2010). Alternatively, measuring results only is normally not appreciated by workers even in kinds of jobs where expected result should be very obvious, like in sales jobs. The case at Paychex provides the particulars of what employees do. It appears that the organization follows a combination of both result and behavioural based method to measurement and management of performance. This is principally because, for instance the account executives within the company are have the responsibility of delivering field services like sales calls, attending retail trade fairs, as well as training fresh executives of sales. With respect to behavioural element, it is actually not compulsory that the connection is evident involving results and the way actions have certainly been performed, although whereas training fresh managers and attending trade fairs, it is essential that behaviours may be connected with results. Since Paychex is considered the second leading service giver of administrative tools of human resource and benefits solutions of outsourcing; it means that the company will be worth productive on condition that the methods of running the company and the outcomes bear excellent name toward the organization. Thus, it is essential to apply the combination of both approaches of performance measurements. Behaviour must constantly correlate to preferred results that the organization can achieve within the business atmosphere (Henri, 2008). Case study 4-4 Deliberate Practice Makes Perfect Deliberate practice (DP) enables someone to become skilled. This practice is the quickest means to become actually good at doing things. If someone wants to be great, he or she needs to practice deliberately (Bartolome, 2009). However, the problem is that practicing deliberately is not very easy since it is something we are not born with. This activity is effortful. DP entails activities that are repetitive and goal-directed that enables prompt reaction. These activities, carried out individually, are naturally effortful and are not enjoyable as well, and are not able to be executed for less than one hour every day. Inherited elements are not left out, but these elements are restricted to motivation in addition to general levels of activity, with cognitive capacities being clearly excluded (Kern, 2011). DP facilitates the success of an individual. The first step that leads to excellence is setting a goal. It is vital that an individual knows what he or she if trying to achieve. Having a destination is essential. When a goal is created, it is easier to work toward it. The second step is that one has to be very motivated. Motivation is vital because it helps an individual to focus on the task. Through motivation, one can exert effort required to enhance the performance. Another factor involved in the success of performance using DP is that the task’s design should be consider the pre-existing understanding for the task to be understood correctly following a brief instruction’s period (Van, et al, 2011) The fourth step is that one ought to receive prompt informative response as well as knowledge of outcomes of performance. This will help the individual to evaluate the progress of performance. The last step is that an individual should repetitively act upon the similar or same tasks. Some recommendations may be of help toward Ricardo on how he can deliberately practice his skills of presentation. A lot of individuals feel a bit frightened when called upon to make primary public talk, like in the case of Ricardo. However, such initial fears are able to reduce through good preparation. Skills of presentation in addition to public speaking are very significant in various features of life and work including business and interview (Templeton, 2010). Devising the confidence together with ability to provide good presentations, are also particularly useful competencies for personal development. It is important that one researches about their audience. Knowing the audience’s needs can help Ricardo tailor his presentation to aim their interests. Another recommendation for Ricardo is that he needs to prepare his presentation. Preparation is considered the most vital section of planning an effective presentation. Proper preparation is generally the means to confidence, hence making someone to relax. Good preparation together with rehearsal can decrease the level of nervousness by almost 75 percent; and increase the possibility of avoiding mistakes to around 95 percent (Power of speech, 2009). Knowledge and preparation are the requirements for an effective presentation, however, confidence coupled with control are basically as important. Use of visual aids like PowerPoint can also help in presentation. Lastly, Ricardo needs to practice as much as possible. Practicing is different from memorizing. Practicing helps someone to become acquainted with his or her presentation hence the nerves are calmed (Bartolome, 2009). In the process of practicing, where DP is highly recommended, an individual may walk into a room, pretend the wall or the mirror is the audience. Alternatively, Ricardo can use his team members as audience so that he can practice more often on public speaking. It is important to remember that rehearsing should not imply memorization. Recommendation Whatever the basis of any poor performance, identification of the reasons causing them is very imperative since it is the chief fundamental consequence contributing towards the organization’s success (Noe, 2012). Performance is able to drive the firm towards success whereas poor performance might decelerate its growth. Highlighting more regarding performance, it denotes the daily activities within the place of work. It is greatly significant criterion that connects to the outcomes and success of the organization. Conclusion Poor performance diagnosis is very significant. Therefore, before fixing a poor performance, it is vital to comprehend its cause, whether it originates from low motivation or from absence of ability. Typically, contextual performance is conceptualized under the control of influence of a person and less restricted by characteristics of work compared with task performance. It is noted that the approach of measuring performance differs with respect to the work setting, kind of business and, slightly, the occupation of the employee. Generally, the practice of deliberate practice ought to be intentional, directed to performance improvement, and developed for an individual’s present level of skill, combined with instant response and repetitious as well. References Aguinis, H. (2009). Performance management. Upper Saddle River, N.J: Pearson Prentice Hall. Burke, R. J., & Cooper, C. L. (2008).Building more effective organizations: HR management and performance in practice. Cambridge, UK: Cambridge University Press. Čadež, S., & Guilding, C. (2012). Strategy, strategic management accounting and performance: A configurational analysis. Industrial Management + Data Systems, 112, 484-501. Popova, V., & Sharpanskykh, A. (n.d.).(2010). Modeling organizational performance indicators. Popova, V. and Sharpanskykh, A. 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Motivation and transfer in professional training: A meta-analysis of the moderating effects of knowledge type, instruction, and assessment conditions. Educational Research Review, 6, 3, 153-168. Read More