Staffing is a critical function of management which, when compromised, may be highly detrimental to the organization’s success. In this regard, business executives prioritize staff management as a critical success factor in contemporary highly-competitive global business environments. Staff management within an organizational setting has a crucial role in which progression has to be regularly assessed using various evaluation criteria. This elevates staff management to an issue that falls within the purview of performance evaluation in the context of organizational behavior management. Peterson (1982) note that, within corporate behavior literature, staff management has often been used interchangeably with supervision. In this regard, this unit discussion is a manifestation of concerted efforts to critically evaluate what a competent staff management program is and the concurrent steps that could potentially lead to its attendance.
Strategies used in managing organizational staff cannot be tested for efficacy without the use of well-structured evaluation criteria. Precisely, Szabo et al. (2012) appreciates the application of the balanced scorecard as arguably the best-placed approach for evaluating the effectiveness of staff management strategies. Within the parlance of this strategy, one aspect whose importance cannot be overlooked is the role of feedback from the supervised staff on what they believe is the measure of the degree of success of a supervisory program (Pampino et al., 2004). Nonetheless, monitoring of the effectiveness of a supervisory program's impact is best achieved through a quality control system known as corporate behavior management (Bucklin & Dickinson, 2001). The method involves several critical steps.
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First, it requires that staff training on performance evaluation be followed up with role-play, followed by the concurrent review of the supervision activity (Peterson, 1982). Following these critical evaluation steps is the concomitant feedback on job-related performance, which is acquired periodically (Peterson et al., 1982). It follows that this series of steps vindicates a well-structured criterion of critical steps intended at evaluating the efficacy of a staff management activity.
References
Balcazar, F., Hopkins, B. L., & Suarez, Y. (1985). A critical, objective review of performance feedback. Journal of Organizational Behavior Management , 7 (3-4), 65-89.
Bucklin, B. R., & Dickinson, A. M. (2001). Individual monetary incentives: A review of different types of arrangements between performance and pay. Journal of Organizational Behavior Management , 21 (3), 45-137.
Pampino Jr, R. N., MacDonald, J. E., Mullin, J. E., & Wilder, D. A. (2004). Weekly feedback vs. daily feedback: An application in retail. Journal of Organizational Behavior Management , 23 (2-3), 21-43.
Peterson, N. (1982). Feedback is not a new principle of behavior. The Behavior Analyst , 5 (1), 101.
Szabo, T. G., Williams, W. L., Rafacz, S. D., Newsome, W., & Lydon, C. A. (2012). Evaluation of the service review model with performance scorecards. Journal of Organizational Behavior Management , 32 (4), 274-296.
