The performance of any employee can be measured using behavior based and result based approaches. A combination of both techniques gives a clear relation in the performance of employees. This paper describes how the performance of the store manager can be measured using a combination of both result based and behavior based approaches. The paper also gives the tactics that can be used to encourage organizational citizenship behaviors and reduce the possibility of counterproductive workplace behavior in the position of a store manager.
A combination of result based and behavior based approaches should be used while measuring and evaluating the performance of a store manager. To begin with, result based approach involves measuring the performance of the store manager basing on the achievement of the required outcomes and targets (Maliszewski & Mackiel, 2002). For instance, if the target of the store is to reach a profit of at least $500 every week, the performance of the store manager can be measured using the weekly target. Result based approach should be used in conjunction with behavior based approaches in measuring the performance of store managers.
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The workplace behavior of the store manager such as communication should be respective and collaborative during in-person, telephone, and e-mail interactions with customers and colleagues. For instance, complains made by customers and colleagues on the communication tones used by the manager in case a conflict arises should be relatively low in order to view the manager as competent (Maliszewski & Mackiel, 2002). Since the behavior and result of the store manager are related, both result based and behavior based approaches should be used in measuring the performance of the store manager.
Organizational citizenship is important in creating job satisfaction and also in reducing the potential for counterproductive behaviors in the position of a store manager. To enhance organizational citizenship, the store manager should have effective organizational resources and a positive work climate (Biswas, & Mazumder, 2017). These will ensure that the store manager is satisfied with the job and will not ask for favors or rewards once they do an extra task for the store. Moreover, giving rewards to the store manager in case desired targets are achieved can reduce their thought of engaging in counterproductive workplace behaviors. Counterproductive behaviors, which include giving favors to employees and customers at an extra cost, will be significantly reduced by rewards since the store manager will focus on achieving the set targets rather than giving favors to earn extra cash.
Conclusion
Generally speaking, both behavior based and result based approaches are important in measuring the performance of the store manager. Organizational citizenship can be enhanced through availing effective organizational resources and a positive work climate to the store manager.
References
Biswas, N., & Mazumder, Z. (2017). Exploring Organizational Citizenship Behavior as an Outcome of Job Satisfaction: A Critical Review. IUP Journal of Organizational Behavior , 16 (2), 7–16.
Maliszewski, S. J., & Mackiel, J. J. (2002). Comprehensive Guidance Results-Based Evaluation: Developing a Practical Approach .
