Case Study 2
Case Study 2: Disrupted Links in the Performance Management Process at “Omega. Inc.”
Jennifer Kerr
Bryant & Stratton College
BUSS410-Performance Management
Professor Jack Tontillo
November 15, 2014
According to the textbook, performance management system is defined as "a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization" (Aguinis, 2013, p. 2). Meaning, performance management requires a constant monitoring of employee performance in order to ensure company goals and policies are being met. A good performance management system works towards the improvement of the overall organizational performance by managing the performances of teams and individuals for ensuring the achievement of the overall organizational ambitions and goals. But not until late at Omega, Inc., there was not performance management system in place. The network of franchise owners agreed to work together to implement a performance management system to help improve the performance of sales representatives. Prior to the development of the performance management system, Omega faced challenging situations because it did not have control over the people working for the independent dealerships. It was the performance of these individuals that dictated Omega’s sales success. Another issue was that there was no clear understanding of the role of the sales representatives and there was not formal sales process in place. The franchise owners conducted a job analysis of the role of the sales representatives, wrote a job description, and distributed it to all sales representatives. The owners also adopted a franchise-wide mission statement based primarily on the need to provide high-quality customer service. As a second step, the managers set performance goals for each employee. Then, all sales representatives attended extensive training sessions. Another problem at the
Jennifer Kerr
Bryant & Stratton College
BUSS410-Performance Management
Professor Jack Tontillo
November 15, 2014
According to the textbook, performance management system is defined as "a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization" (Aguinis, 2013, p. 2). Meaning, performance management requires a constant monitoring of employee performance in order to ensure company goals and policies are being met. A good performance management system works towards the improvement of the overall organizational performance by managing the performances of teams and individuals for ensuring the achievement of the overall organizational ambitions and goals. But not until late at Omega, Inc., there was not performance management system in place. The network of franchise owners agreed to work together to implement a performance management system to help improve the performance of sales representatives. Prior to the development of the performance management system, Omega faced challenging situations because it did not have control over the people working for the independent dealerships. It was the performance of these individuals that dictated Omega’s sales success. Another issue was that there was no clear understanding of the role of the sales representatives and there was not formal sales process in place. The franchise owners conducted a job analysis of the role of the sales representatives, wrote a job description, and distributed it to all sales representatives. The owners also adopted a franchise-wide mission statement based primarily on the need to provide high-quality customer service. As a second step, the managers set performance goals for each employee. Then, all sales representatives attended extensive training sessions. Another problem at the
Links: Professor Jack Tontillo November 15, 2014