PLEASE REVIEW student 1 & 2 solutions AND PROVIDE ME YOUR COMMENTs on each student solution, TOTAL ONE PAGE, covering both.
Reply1 :
MGT-520 : Managing Performance for Results
Selecting and defining a performance management approach is very important for any organisation. This is because organisations need periodically assess whether employees are performing their duties in alignment with the broader organisational goals and objectives. In the case of Paychex Inc. I think it will be imperative to deploy both the results and behaviour approaches to performance management. It is very difficult to draw a clear line between performance and behaviour and as such a combination of both approaches is appropriate.
Since account executives make sales goals on their own, managers do not directly watch their performance and therefore the results approach is appropriate in terms of measuring the number of sales made on a monthly basis. At the same time these executives attend meetings with clients, train and manage new accounts, network and support their market base it is expected of them to exhibit certain behavioural qualities in such as being outgoing, self driven and up to date with industry trends so as to effectively discharge their duties. Managers are able to measure such behaviours through analysis of customer feedback, product penetration and consumer satisfaction indicators.
In conclusion therefore, a combination of both behaviour and results approaches to performance management is most suitable for Paychex Inc. The nature of work for accounts executives as articulated in the job description shows that behaviour is very important to the quality of results. Being able to network and effectively manage new accounts for instance would mean an executive is effective and therefore capable of acquiring more business for the company. This nature of work favours a combination of behaviour and results approach to performance hence I agree with other assessors.
References
Aguinis, H. (2013). Performance Management (3rd ed.). Upper Saddle, NJ: Prentice Hall. ISBN-13: 9780132556385
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Reply 2:
MGT520- Managing Performance for Results
Paychex’sPerformance Management Approach
The organization’s activities are driven by competitiveness in which companies around the world enhance their productivity level against their competitor. Employees’ performance must be high to win this competitive battle. Essentially, company measures employees’ performance either quarterly or annually. Evaluation of employees’ performance is important in supporting, coaching, rewarding or punishing employees. Managers implement the performance management systems to measure employees’ as a behavior or as a result.
Individual employee’s performance measurement based on their behaviors for their action and performance. Lussier & Hendon (2013) physical actions and behaviors can directly observe, and as a result, they are more likely to be a valid assessment of the individual’s performance. Moreover, the result approach measures the outcome of employees’ performance and goals achievement through the work process. The result approach measures assist in achieving company’s goal and expectation. Koufteros, Verghese, & Lucianetti, (2014) Organizations need to know whether the particular types of performance management system is invariant across environments. They need to identify which type of performance management system works best for each environment. The Paychex use both approaches as behavior and result, however, based on the job discretion it is better to use the behavioral approaches.
Paychex Incorporation is a cooperation that provide small and medium business with payroll, human resources, retirement, insurance and outscoring solutions. Paychex headquartered is in New York, and has more than a 100 office located around the world that serve a variety of clients. Because accounting executives make individual sales calls, the manager could not directly follow the employees’ performance. However, markets sales are managers’ responsibility, they have an obligation to the payroll law and staying up-to-date. Managers are required to train new account executives and networking with the selling operation. The account executive joins professional meetings, and retail trade shows to identify client’s expectation and prepare in facing retail industry issue.
Based on Paychex account executive job responsibilities, there is some combination between the behavioral and result approach. The behavior approach emphasizes what
employees do and how work is achieved. In Paychex, the behavior approach fulfilled by increase the level of client satisfaction as a future outcome. The outcome is not a current result instated; it occur in the distant future. The link between behaviors and results is not visible, in which there is no strong relationship between employees behaviors and the desired outcomes of the performance. The poor result and outcome are beyond the individual performance or control. Lussier, & Hendon, (2013) decelerated organization performance could be skewed based on factors that were outside the control of the individual who is performing that job.
The result approach is justified by expert and well-trained employees. Employees were trained carefully by the Paychex expert manager that raise employees performance level. The tasks required for accounting executive could be accomplished creativity in different ways. Clearly, the company can measure employees’ action and behavior by the way they increase the level of customer satisfaction. However, the result could not achieve a consistent improvement over time.
References
Koufteros, X., Verghese, A., & Lucianetti, L. (2014). The Effect Of Performance Measurement Systems On Firm Performance: A Cross-Sectional And A Longitudinal Study..Journal Of Operations Management,32(6), 313-336. doi:10.1016/j.jom.2014.06.003
Lussier, R., & Hendon, J. (2013). Human resource management. Thousand Oaks: SAGE Publications.
Silvi, R., Bartolini, M., Raffon, A., & Visani, F. (2015). The Practice Of Strategic Performance Measurement Systems: Models, Drivers And Information Effectiveness. International Journal Of Productivity And Performance Management,64(2).
