Different organizations have different methods that they use to measure the performance levels and the value of an employee. Further, employees in an organization must show that they are equal to the task or show an amount of growth in their line of duty. The dairy manifest where I work as a marketing and sales officer is a milk processing company that ensures processing of milk and sale of all milk products like ghee and milk powder. The company is a 24 hours production company that works round the clock to process and supply. Being a company that has a wide area to cover, there is a great need to ensure that production keeps increasing and returns reducing. These two factors must achieve balance by providing quality, standards, as well as the commitment of employees through proper management. Arguably, the company has invested over the past years in its human resource to ensure that it gets the best performance from its workers. To evaluate the performance of all workers, the company considers three factors that include; vocational competence, responsibility at work, and the quality of their work.
Significantly, under vocational competence, the company’s human resource department ensures that all workers abilities are assessed in every bit of the processing chain (Dickel et al., 2016). This assessment includes evaluating the skills that each worker has, for instance, to ensure that they can show command and mastery of their duties. Additionally, the employees need to be able to do more than one task, which includes being able to work in different departments. Further, the growth of employees in terms of skills is essential. They need to keep learning more skills and being innovative. This criterion is used by the company to measure how competitive the employees are and to ensure that all employees remain up to the task in all departments of the company.
Delegate your assignment to our experts and they will do the rest.
Additionally, the evaluation of responsibility at work, the company ascertains that its employees are spontaneous and can work under various conditions with adjustability. It’s essential for the company to ensure that the employees are easy to train and can cooperate primarily due to how demanding the processes are. Various changes occur during production, and orders sometimes need to be scaled up. This situation means that employees need to be flexible.
Primarily, the quality of the employees' performance is measured by assessing how productive all employees are and importantly, ensuring that the work done is quality work. This part is taken care of by asking all workers to submit weekly reports that translate to department reports on the job done, and the milk is dispatched or returned. Criterion relevance is indicative in the criteria of the company in various ways. When hiring employees, the company has a threshold that needs satisfaction including educational requirements. However, the company goes further to measure in weekly reports how the employee delivers to ensure that actual and conceptual criterion overlap.
Additionally, during performance criterion where the ability to work in all process is measured, the company ensures that the workers can do all sorts of methods correctly. Criteria relevance sometimes fails to become relevant since any worker can work in a different department that does not match his actual qualification. For instance, the dispatch department does not need a utilitarian criterion since the performance in question is different. This situation can also allude to criteria deficiency in duties that do not require particular requirements. For instance, those at the loading bay do not require any qualification since their tasks are manual. On the other hand, it’s essential to be specific on the usefulness of criteria used since the approach used determines the ability to manage productivity (Ingre-Khans et al., 2019).
Significantly, extrinsic motivation displays differences as compared to intrinsic motivation. For instance, extrinsic motivation requires an external force like a boss who pressures employees or a reward like money while intrinsic motivation only appeals to employees need to achieve their goal (Kuvaas et al., 2017). Additionally, in extrinsic motivation, the employees are likely to lose interest in achieving when the external factor is done away with (Hennessey et al., 2015). This scenario is different from intrinsic motivation, where one continues to work since the goal is internal. In extrinsic motivation, pressure towards the reinforcement must be continuously reviewed to ensure the employees continue to work well as opposed to intrinsic motivation where no force is required (Bellemare et al., 2016).
For instance, in our company, salary increase and deductions are made to employees who appear late or the suppliers whose returned invoices do not match dispatched amount. Additionally, due to the need to learn various skills by individual workers, these workers perform extraordinarily to acquire more skills. The motivation here is the need to avoid losing money through these deductions. Increasing the salaries are applied to employees who show commitment to their work in the company.
However, like all organizations, the dairy manifest company has on various instances, experienced workplace conflict. There are multiple sources of conflict, like poor communication and unfair treatment (Gilin et al., 2015). In various cases, the organization's leaders may show, especially during awarding of promotions. For instance, during the annual promotions, some employees in the dispatch felt that some got favors as the rest who were considerably qualified remained in the cold room.
On the other hand, poor communication by management on changes like schedule and roaster rearrangement has on various occasions caused workplace conflict in the company. This situation has severally caused workers to fail to report for work hence blaming their supervisors who they view as having failed to inform them. Most workers get involved in the conflict at work amongst themselves due to such mishaps in communication. The communication channel is also an essential factor that determines the success of leadership and relationship within the organization. Hence, when the manager in a department like a dispatch fails to inform his juniors through the supervisor of changes in the shifts, the members of this department will find themselves in a conflict.
Further, for a continued increase in the level of productivity of any organizations, leaders are an essential factor (Rosenbach, 2018). For instance, in the human resource department, the manager needs to exercise the relationship-oriented approach. In this case, all employees need to own their work to be productive (Ehrhart, 2015). This case includes motivating them with bonuses and ensuring they are given 4 o’clock tea and snacks to improve their perception of their duties.
On the other hand, in a department like a dispatch, the company is likely to lose milk to underhand deals and delayed shipment and delivery. To save the company losses due to rejection of milk, the manager of this department must be task oriented. This case involves ensuring that the product lost by the suppliers translates to reductions in the salaries. Additionally, more rounds or trips must be encouraged. For instance, company suppliers who fail to meet targets get transfers to the removal of products in the cold room.
Conclusion
Fundamentally, for the improved performance in any organization, the leadership must be particular concerning approaches and criteria for hiring and assessing the performance of all the employees. For instance, the dairy manifest company emphasizes on the weekly reports from departments to ensure that all employees keep a steady return.
References
Bellemare, M., Srinivasan, S., Ostrovski, G., Schaul, T., Saxton, D., & Munos, R. (2016). Unifying count-based exploration and intrinsic motivation. In Advances in Neural Information Processing Systems (pp. 1471-1479).
Dickel, D. G., & de Moura, G. L. (2016). Organizational performance evaluation in intangible criteria: a model based on knowledge management and innovation management. RAI Revista de Administração e Inovação, 13(3), 211-220.
Ehrhart, M. G., (2015). Self-concept, implicit leadership theories, and follower preferences for leadership. Zeitschrift für Psychologie
Gilin Oore, D., Leiter, M. P., & LeBlanc, D. E. (2015). Individual and organizational factors are promoting successful responses to workplace conflict. Canadian Psychology/psychology Canadienne, 56(3), 301.
Hennessey, B., Moran, S., Altringer, B., & Amabile, T. M. (2015). Extrinsic and intrinsic motivation. Wiley encyclopedia of management, 1-4.
Ingre-Khans, E., Ågerstrand, M., Beronius, A., & Rudén, C. (2019). Reliability and relevance evaluations of REACH data. Toxicology research, 8(1), 46-56.
Kuvaas, B., Buch, R., Weibel, A., Dysvik, A., & Nerstad, C. G. (2017). Does intrinsic and extrinsic motivation relate differently to employee outcomes? Journal of Economic Psychology, 61, 244-258.
Rosenbach, W. E., (2018). Contemporary issues in leadership. Routledge.
