Enhancing Performance

Enhancing Performance From The Top Down
Organizational leadership from companies far and wide has spent millions, if not hundreds of millions of dollars trying to develop the perfect method for the enhancement of performance within his/her organization. Human resource (HR) managers have been directed to come up with incentive packages that might include trips, concert and sporting event tickets, spot bonuses, and at-a-boys that company leaders feel should and will encourage employees to increase performance only to find many of these efforts are temporary. Kjerulf (2014) reported extrinsic motivation, such as those stated above are a facade that is effective in the short-term; however, cannot sustain long-term results, produces diminishing
ABC Landscape and Irrigation Supply have experienced exceptional growth, and with that growth the focus on the training of regional and branch level management has suffered. Many times individuals are put into management roles simply to fill a void and not based on merit, training, or evidence of managerial prowess. Pongpearchan (2016) stated Transformational Leadership is comprised of four performance-enhancing characteristics that will be the basis of ABC managerial structure from this point forward. Those four characteristics are: idealized influence, inspirational motivation, intellectual stimulation, and individualized
This process could take months, if not years to develop and incorporate if it is to become a key value in the culture of the organization. Currently ABC Landscape and Irrigation Supply has an 8-component mission statement that must be addressed and reconsidered if production levels are to increase. The 8 components are: Conduct our business with a high commitment to the values of honesty, courage, loyalty, integrity, tolerance, responsibility, quality work, perseverance, self-discipline and faith, Sell landscape, landscape irrigation, industrial and golf products, Sell to contractors, Strive for service excellence, Develop services for contractors and commercial end users, Build a mutually profitable relationship with each customer, Be the safest, most efficient provider of goods and services in our industry, and Have fun doing it (ewingirrigation.com). While this mission has been sufficient for many years, it lacks the much-needed sustenance to fuel the organization to the next level. Levasseur (2001) reported Kurt Lewin’s three step change management model of Unfreeze, Change, Refreeze starts with unfreezing the organization’s current view of how things are by announcing change is coming. Providing encouragement that exciting things are on the horizon will put people in the frame of mind to facilitate the change. Next, Levasseur (2001) continued stating, do not change just for the sake of change; keep