case study on poor performance

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Fixing Poor Performers

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Situation: The hidden and pervasive cost of poor performers

Poor performers are major problem for all managers and organizations; a problem that most managers believe cannot be fixed. However, recent advances in the neuroscience of performance have identified the neural processes of poor performance and have generated methodologies for “fixing” poor performers. What would it mean to an organization to have the poor performers function at the middle of the performance curve or even become top performers? It would, of course, be a great emotional and financial benefit.

Most organizations struggle with managing poor performers. Poor performers consume vast amounts of management’s time and energy with few results. Their errors delay products, lose sales, reduce customer satisfaction, and cause a host of other problems. These require significant management attention. Fortunately, these poor performers typically only make up between 10% and 25% of the workforce.

Improving performance levels at four companies

Unlike other case studies, no single situation fully illustrates how you can “fix” poor performers so in this case study we present four different programs that moved people from poor performance to mid-range and even top performance in a few months. The cases are:

• Restaurant Managers at a fast-food chain -- 25% of the participants in a program (4 managers) were specifically selected because they were on “performance management” and were close to being fired
• Customer Business Analysts (CBA) at a high-tech company – This company had a “10% program” where the bottom 10% of a “Ranking and Rating” process (10 CBAs) was to be “moved up or out”
• Customer Service Representatives (CSR) at a digital advertising company – This company had 40% turnover in its call center, most of which was due to terminating people for poor performance (about 30 CSRs per year)
• Contract Managers at a health insurance company – 30% of the contract managers were resisting moving from an adversarial to a partnering approach to developing contracts with health care providers and were designated “poor performers” (25 Contract Managers)

Building a Great Best Practices for the Role

The best practices for each of these situations was:

• For the fast-food chain, the program was: How to create a great service culture in your restaurant
• For the high-tech company, the program was: How to be a great CBA
• For the digital advertising company, the program was: How to be a great CSR
• For the health insurance company, the program was: Building great partnerships with our providers
• Using the Cerebyte Wisdom Discovery process, it took 3-6 hours with 3-8 experts to create the best practices for these programs

Launching these programs using Cerebyte Sofia

These programs all had formal “launches”.

• Poor performers were randomly mixed with other performers and were known only to the program’s project manager (i.e. these were “blind” tests)
• All were multiple onsite launches with from 5-15 participants
• All were co-led by a Cerebyte Facilitator and a “Coach” (or Coaches) from the client
• Launches ranged from 1 hour for the Digital Advertising CSRs to 3 hours for the Health Insurance Contract managers

Process followed the Sofia system formats

• They read the best practice content, discussed key ideas, and wrote anchors of thoughts and ideas
• Discussions were “very good,” intense and focused discussing critical topics in an organized way
• Decision was made to share all recorded learnings from Actions
• Leadership strongly supported process including completing all Actions and recording learnings and will discuss Actions in weekly staff meetings

Guided Application

• Participants did one practical Action per week (e.g. identifying a business process that needed to change and redesigning that process), requiring about 30 minutes per week, for about 4 months, learning how to better perform their function
• They met biweekly to discuss both what they learned from the Actions and how they could better drive the transformation. These meeting were very operational and practical

Quantitative Measures:

Measures were taken of impact for all program with further analysis of the poor performers on these measures. Poor performers in each program showed significant improvement on quantitative measures:

Measure used for the fast-food chain: sales performance:

• All four of the poor performers increased their sales sufficiently to be in the top 50% including one who was in the 85 Th percentile (None were fired!)

Measure used for the high-tech company: position in the Ranking and Rating:

• All poor performers ranked in the top 25% in Ranking and Rating (they moved up not out)

Measure used for the digital advertising company: change in unwanted turnover:

• Overall turnover decreased from 40% to 4%

Measure used for the health insurance company: behavioral alignment with the desired partnering model:

• 360 o surveys of attitudes and behaviors showed an average of a 99.2% alignment of all participants with the desired model, with the poor performers indistinguishable from the top performers

Qualitative responses:

Many managers commented on the change in their people including:

• “I didn’t realize that this type of change was possible. She (his employee) really turned around”
• The difference between spending huge amounts of my time filling 40% of my open headcount versus being able to focus on serving our customers is wonderful
• I used to look at this one person and think to myself: “What problems is he going to cause today?” That really wasn’t a good situation for either of us. Now he is one of the most positive and productive members of my team. I look forward to seeing him every day.
• Analysis of the poor performers participation in the program showed two underlying reasons for the original poor performance that were “fixed” in the program
• Poor performers initial had no “Purpose” or an incorrect purpose, so their work was either random or mis-directed. The neural work on Purpose in the program achieved close to complete alignment on the Purpose by the poor performers eliminating this problem.
• Poor performers lacked one or more critical attitudes or skills. The Path to Mastery, in-depth definition of mastery, numerous practice actions and consistent group support led to development of the required skills

Can Poor Performers Be Fixed? YES!

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Performance Management Case Study: Fossil Group

Jocelyn Stange

February 4, 2021 | 2 minute read

In this blog, we'll share how Fossil Group evolved its performance management process and 3 simple steps.

The Evolution of Fossil's Performance Management Process

Fossil Group was using a complex, 100% paper process for performance reviews and check-ins for more than 15,000 global employees. They wanted to move toward a digital performance management strategy, but knew they needed to simplify the process first.

Fossil Group set up four traditional components that were stretched across three strategic touch points throughout the year. These touch points were supplemented with ongoing performance conversations that could be initiated by any employee, at any time.

As Fossil Group evolved its company-wide performance appro a ch , they were happy to see immediate progress.

92% of employees were participating in goal-setting reviews, setting an average of six goals per employee.

However, when they dug into the data, they found that 35% of individual goals created were misaligned or did not have an impact on the organization and its strategic priorities. They knew they needed to get better at goal alignment if they wanted to meet important business objectives.

Explore the three ways Fossil Group simplified performance management.

1. They scheduled ongoing performance conversations and continuous feedback.

Although the three formal performance touch points in place were working, Fossil Group knew teams needed to have goal conversations more frequently. They implemented informal “check-ins” that could be launched by any employee at any time.

To ensure  adequate time was made for important performance conversations and other performance related activities, Fossil Group implemented "Performance Days" — days strictly dedicated to employee performance. On these days, n o task-related meetings are scheduled, and all work is set aside for the day. Conversations between managers, employees, and teams are all centered on performance.

2. They created intuitive goal conversation templates.

Fossil Group recognized that simply having more performance conversations wasn’t enough — the conversations needed to include healthy dialogue, debate, and collaboration from managers and employees. They created 1-on-1 templates to help guide managers and employees through an effective and productive goal conversation.

Check-in templates could be customized to the needs and work of individual teams and team members. The templates helped ensure conversations were focused on creating clear, aligned, and motivating goals. 

3. They used recognition to keep performance conversations fresh.

Fossil Group wanted to bring performance conversations full circle by recognizing employee performance daily. They created recognition toolkits for managers including fun notecards, gift cards, and employee recognition tips. They  also  launched an online, peer-to-peer recognition program that generated an average of 140 recognition stories each week.

By  taking time to uncover the needs of its employees, and delegating time for managers to focus on perf ormance,  Fossil Group  was able to listen and act on employee voices and evolve their performance strategy f or  succes s .

Download our latest ebook: Making Time for Performance Management to get more tips for simplifying your performance management process.

Published February 4, 2021 | Written By Jocelyn Stange

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Article • 12 min read

Dealing With Poor Performance

Lack of ability, or low motivation.

By the Mind Tools Content Team

For every hundred men hacking away at the branches of a diseased tree, only one will stoop to inspect the roots. – Chinese proverb.

If you don't get to the root of a problem, you will never truly solve it. Recognizing that may seem an obvious approach but many people miss it, as the Chinese proverb reminds us.

So, what is the right approach, for example, if individual members of your team are performing less well than you'd hoped? Because employee performance affects organizational performance, we tend to want to look for a quick fix. In this case, would a training course help? Or should you move your under-performing team member into a different role?

You need to understand the root of a performance problem before you can fully address it. These types of solutions, like training, focus largely on the ability of the person performing the job. Performance, though, is a function of both ability and motivation.

Performance = Ability x Motivation

From " Developing Management Skills " (8th Edition) p.27, by David A. Whetten and Kim S. Cameron. © 2011. Reprinted by permission of Pearson Education, Inc. Upper Saddle River, NJ. [1]

• Ability is the person's aptitude, as well as the training and resources supplied by the organization.
• Motivation is the product of desire and commitment.

Someone with 100 percent motivation and 75 percent performance ability can often achieve above-average performance. But a worker with only 25 percent ability won't be able to achieve the type of performance you expect, regardless of his or her level of motivation.

In this article and in the video below, we'll explore how you can enhance ability and improve motivation in your team to get the best out of them.

This is why recruitment and job matching are such critical parts of performance management. Be sure to assess ability properly during the selection process. Minor deficiencies can certainly be improved through training – however, most organizations don't have the time or resources needed to remedy significant gaps.

Diagnosing Poor Performance

So, before you can fix poor performance, you have to understand its cause. Does it come from lack of ability or low motivation?

Incorrect diagnoses can lead to lots of problems later on. If you believe an employee is not making enough of an effort, you'll likely put increased pressure on him or her to perform. But if the real issue is ability, then increased pressure may only make the problem worse.

Low ability may be associated with the following:

• Overly difficult tasks.
• Low individual aptitude, skill, and knowledge.
• Evidence of strong effort, despite poor performance.
• Lack of improvement over time.

People with low ability may have been poorly matched with jobs in the first place. They may have been promoted to a position that's too demanding for them. Or maybe they no longer have the support that previously helped them to perform well.

Enhancing Ability

There are five main ways to overcome performance problems associated with a lack of ability. Consider using them in this sequence, which starts with the least intrusive:

From "Developing Management Skills" (8th Edition) p.27, by David A. Whetten and Kim S. Cameron. © 2011. Reprinted by permission of Pearson Education, Inc. Upper Saddle River, NJ.

Be sure to address each of these interventions in one-on-one performance interviews with employees.

1. Resupply

Focus on the resources provided to do the job. Do employees have what they need to perform well and meet expectations?

• Ask them about additional resources they think they need.
• Listen for points of frustration.
• Note where employees report that support is inadequate.
• Verify the claims with your own investigation. People will often blame external sources for their poor performance before admitting their own fault.

This is a very effective first step in addressing performance. It signals to members of your team that you're interested in their perspective and are willing to make the required changes.

You'll need to ensure your team have the appropriate resources and means of communication to perform effectively at home if they work remotely, you can read more about this in our article Managing Home-Based Team Members .

Provide additional training to team members. Explore with them whether they have the actual skills required to do what's expected. Given the pace of change of technology, it's easy for people's skills to become outdated.

This option recognizes the need to retain employees and keep their skills current. There are various types of retraining you can provide:

• Training seminars with in-house or external providers.
• Computer-based training (CBT).
• Simulation exercises.
• Subsidized college or university courses.

Resupplying and retraining will often cure poor performance. People and organizations may get into ruts, and fail to recognize these issues until poor performance finally highlights them.

When these first two measures aren't sufficient, consider refitting the job to the person. Are there parts of the job that can be reassigned?

Analyze the individual components of the work, and try out different combinations of tasks and abilities. This may involve rearranging the jobs of other people as well. Your goal is to retain the employee, meet operational needs, and provide meaningful and rewarding work to everyone involved. (For more detail on this, see our article on Job Enrichment .)

4. Reassign

When revising or refitting the job doesn't turn the situation around, look at reassigning the poor performer. Typical job reassignments may decrease the demands of the role by reducing the need for the following:

• Responsibility.
• Technical knowledge.
• Interpersonal skills.

If you use this option, make sure that the reassigned job is still challenging and stimulating. To ensure that this strategy is successful, never use demotion as a punishment tactic within your organization. Remember, the employee's performance is not intentionally poor – he or she simply lacked the skills for the position.

As a final option for lack of ability, you may need to let the employee go . Sometimes there are no opportunities for reassignment, and refitting isn't appropriate for the organization. In these cases, the best solution for everyone involved is for the employee to find other work. You may need to consider contractual terms and restrictions; however, in the long run, this may be the best decision for your whole team.

Remember, there are potential negative consequences of retaining a poor performer after you've exhausted all the options available:

• You'll annoy other members of your team, who may have to work harder to "carry" the poor performer.
• You may promote a belief in others that you're prepared to accept mediocrity – or, worse, underperformance.
• You may waste precious time and resources that could be better used elsewhere.
• You may signal that some employees deserve preferential treatment.
• You may undermine the whole idea of finding the best person for the job.

Improving Motivation

Sometimes poor performance has its roots in low motivation. When this is the case, you need to work closely with the employee to create a motivating environment in which to work. There are three key interventions that may improve people's motivation:

• Setting of performance goals.
• Provision of performance assistance.
• Provision of performance feedback.

1. Performance Goals

Goal setting is a well-recognized aspect of performance improvement. Employees must understand what's expected of them and agree on what they need to do to improve. For a detailed explanation of the goal-setting process, see our articles on Goal Setting , Golden Rules of Goal Setting and Locke's Goal Setting Theory .

2. Performance Assistance

Once you've set appropriate goals, help your team member succeed by doing the following:

• Regularly assessing the employee's ability, and act if it's deficient.
• Providing the necessary training.
• Securing the resources needed.
• Encouraging cooperation and assistance from coworkers.

Consider using the GROW Model as a way of coaching employees to improve their performance.

3. Performance Feedback

People need feedback on their efforts. They have to know where they stand in terms of current performance and long-term expectations. When providing feedback, keep in mind the importance of the following:

• Timeliness – Provide feedback as soon as possible. This links the behavior with the evaluation.
• Openness and Honesty – Make sure that the feedback is accurate. Avoid mixed messages or talking about the person rather than the performance. That said, provide both positive and negative feedback so that employees can begin to truly understand their strengths and weaknesses.
• Personalized Rewards – A large part of feedback involves rewards and recognition. Make sure that your company has a system that acknowledges the successes of employees.

Ensure that you meet regularly with the employee, so that you can review progress and provide regular feedback.

Creating a Performance Improvement Plan

So how do you do this in practice? This is where you need to develop a performance improvement plan. Armed with the strategies we've looked at, you first need to evaluate the performance issue that you're facing:

• Have you discussed with the person what they feel the problem is?
• Have you evaluated your organization's motivation system? Are you doing everything you can to recognize and reward people's contributions?
• Are you rewarding the things that you actually want done?
• Do you have regular goal setting and development meetings with members of your team?
• Do you help your people keep their skills current?

From there, it's important that you and the employee discuss and agree upon a plan for improving performance. Write down what you've agreed, along with dates by which goals should be achieved. Then monitor progress with the team member, and use the techniques we've discussed above for increasing motivation and dealing with ability-related issues.

Recognize that the actions needed to close ability gaps need high motivation on the employee's part to be successful. The two causes of poor performance – lack of ability and low motivation – are inextricably intertwined, and goal setting, feedback, and a supportive work environment are necessary conditions for improving both.

You need to understand the root of a performance problem before you can fully address it. Ability and motivation go together to impact performance, and the most successful performance improvement efforts combine strategies for improving each. This creates a positive environment where people feel supported to reach their performance potential – and feel valued, knowing that the organization wants to find a good fit for their abilities.

At times, your interventions may not be enough to salvage the situation. As long as you've given performance enhancement your best effort, and you've reasonably exhausted all your options, then you can feel confident that you're making the right decision if you do need to let someone go.

Before going down that route, however, try the strategies discussed here and create a great work environment for your employees – one where their abilities are used to their full potential, and where good motivational techniques are used on a regular basis.

[1] Whetten, D. A. and Cameron, K. S. (2011). ' Developing Management Skills ' (8th Edition), Pearson Education, Inc. Upper Saddle River, NJ. p.27.

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Dealing with poor performance: case study 1

We provide a case study that looks at a situation in which an employer needs to address an employee's poor performance. 

• Topic of the week: Dealing with poor performance case study 1 Employers need to investigate poor performance to try to establish whether it is conduct or capability related, and follow the appropriate procedure to address it. 

The XpertHR policies and documents section includes a number of model documents to help employers manage employees' poor performance. For example, there are documents to help employers carry out performance appraisals and an Improved performance review procedure . There are also a number of documents relating to disciplinary procedures , including a Letter confirming what has been agreed following an informal discussion of minor unsatisfactory performance . 

We also provide guidance on How to handle an underperforming employee as well as a Good practice guide on performance management . 

Where an employee's poor performance is due to his or her misconduct, disciplinary action is usually the appropriate response. The Disciplinary rules and procedures section of the XpertHR employment law manual explains the law relating to disciplinary action, while the misconduct flowchart in XpertHR's Liveflo module ensures that employers follow the correct procedure in line with the "Acas code of practice on disciplinary and grievance procedures". 

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Building a Business Case for Performance Management

It’s hard to make a business case for performance management when the CEO only thinks about old-school review processes. Some traditional performance review processes are so bad that they make performance worse one-third of the time . 

CEOs and CFOs think about how ineffective reviews can be . It’s understandable that they would hesitate to start a new performance management process. 

Modern performance management makes a difference. The right strategy with the right software can boost employee performance, but you’ll have to make a business case for it. CEOs and other leaders may not understand how important and impactful the right performance strategy can be.

This article can be your guide to making a business case for performance management. Use the facts and case studies below to build a convincing business case for performance management.

First, let’s talk about what good performance management looks like in a business.

Need to show your CEO why performance management is worth it? Learn More

What Does Performance Management Look Like in a Business?

Bad performance management techniques are like a one-sided interview. The employee feels like they are being judged. These reviews are so bad that 22 percent of Millenials have admitted to calling in sick rather than face a review. Another 59% say that their manager wasn’t prepared to give meaningful feedback.

A performance review should feel collaborative. Feedback should be clear, the next steps should be laid out, and employees should have plenty of time to offer feedback of their own.

But, how does that work?

There are many types of performance appraisals you can try:

• Check-ins create a more consistent time and space for discussions about long-term performance
• 360 Feedback incorporates input from coworkers, as well as managers
• Project-based reviews focus on employee contributions to specific projects

The key is selling your management team on the fact that your performance management process needs an overhaul . 

Here’s everything you need to know about building a business case for performance management.

Building a business case for performance management is all about presenting accessible statistics. These facts will show how the right strategies and software can impact your organization in positive ways.

A few benefits of overhauling your performance management strategy include:

Reduced administrative cost

Reduced turnover, reduced liability, improved organizational alignment, reduced succession gaps, improved workforce optimization.

Poor management leads to lost productivity. It has been estimated that U.S. employees who aren’t engaged cost businesses and organizations a whopping $960 billion to $1.2 trillion per year .

A good performance management strategy saves money. This is true even if you pay for performance management software.

The right performance management software can reduce administrative costs. It does this by automating review distribution, collection, and recording. The software saves time, which saves money. Strong performance management systems motivate your employees to perform their best.

Use PerformYard to save time and money with new performance management. Learn More

Employee turnover is a serious problem. When an employee leaves their position, it costs over 20% of their annual salary on average to replace them. 

It pays to get to the bottom of employee discontent. An effective performance management strategy reveals problems before they arise. It also encourages employees to stay.

In 2012, Adobe had a revolutionary idea that led to a revolutionary approach to performance management. This approach influenced big-name companies from Microsoft to GE along the way. The companies chose not to continue slogging along with traditional performance appraisals.

Instead, they implemented regular performance check-ins. These check-ins provide employees with ongoing, real-time feedback . There are no forms to fill out and no deadlines. The companies can now respond to organizational or market adjustments more quickly. 

This Adobe performance management case study shows how Adobe achieved a 30% decrease in employee turnover. 

Crunch the numbers for your particular organization. You’ll be amazed at how much you will save when you choose a performance management strategy that works for your business.

Decentralized performance reviews can lead to false statements appearing in employee reviews. That can spell real trouble for your organization. Managers may report false or confidential information to third parties without employee consent.

These mistakes can lead to costly litigation. The mistakes also reflect a lack of respect that can lead to decreased productivity among employees.

A formal approach to performance reviews fixes this. It features measurable objectives, self-assessments, and reliable data storage. These features reduce the chances of your organization experiencing a lawsuit. 

Do your employees understand what their performance reviews are trying to achieve? Chances are, they don’t. A measly 14% of employees understand the organization’s strategy .

This disconnect happens when organizations fail to use cascading goals .

Cascading goals strategy requires that you first identify organizational goals. Next, break them down so each member of the team can contribute to the same common goal. With cascading goals, everyone in the organization knows what to do, how to do it, and why they’re doing it. 

Everyone’s actions align with the goals of the organization.

Software for cascading goals does cost time and money. Employees who spend time on misaligned activities cost time and money too. You’ll save in the long run if you ensure the actions of every employee align with your organization’s big goals.

Do your top performers know who they are? Do they know that you have plans to promote them in the future?

Without a clear system for performance reviews, you aren’t communicating your appreciation. That comes with expensive consequences. Nearly 80% of employees who quit their jobs say that a lack of appreciation is one of the major reasons they left.

Top performers who don’t stick around can leave a huge hole in your business. For example, executives can cost over 200% of their annual salary to replace. 

Telling your top performers that you have plans to advance their career path helps prepare them for leadership positions. Employees are more likely to stay in organizations when they see a clear path to leadership positions. This will reduce the costs associated with searching for and interviewing new candidates.

Some business leaders and managers fall into the trap of thinking that performance management is a waste of time. They think that time would be better spent on letting employees do their jobs. In fact, the right performance management strategies optimize the time your employees spend on work.

The key is choosing performance reviews that improve workforce optimization.

They are reinventing performance management at Deloitte. Their case study demonstrates that performance management doesn’t have to be a lengthy, complicated process. Instead, they ask four questions — questions managers can answer. Deloitte now spends less time than ever on reviews. The company does conduct more often though and has more accurate data as a result.

What Are the Stages of Performance Management?

Once you’ve built your case for performance management, it’s time to show the leadership team exactly how a new strategy is implemented.

Check out the three-step process below. It will help you choose performance management tools that get leaders excited about changes..

Choosing a performance management process

Nine out of ten managers are dissatisfied with how their companies conduct annual performance reviews. When deciding on a new performance appraisal strategy, ask for manager input. Discuss the five modern alternatives to annual performance reviews . Determine which one your team thinks will best support individual, team, and organizational goals.

No matter what process you choose, make a plan to check in on how it’s serving your business. If the performance management plan isn’t supporting your employees, try something different.

Implementing a performance management software

No performance management process is complete without the right software. The software allows you to manage goals and check-in with employees according to the process you have chosen. Performance management platforms also create reports. These reports allow you to compare employee performance over time. The reports also provide data to track the effectiveness of the performance reviews themselves.

PerformYard is a favorite among leadership teams, managers, and employees. Its flexible, streamlined system makes it easy for everyone to use the performance review process. The platform can be slimmed down for simple annual reviews or built up for more complex strategies. 

PerformYard’s visual reporting makes it easy for every member of the team to see how the results of each review impact your organization.

Show your C-Suite why PerformYard is worth it. Learn More

Getting buy-in from managers and employees

There are two ways to get manager buy-in when choosing a new performance management process. You can start by gathering manager input when selecting a new process. Next, be sure to show them the process with a demo.

The best way to get managers and employees on board with the new process is to let them experience it for themselves. 

Managers will be glad to give up the old way of doing reviews once they see the benefits of modern performance management. These benefits include clearer expectations, more aligned goals, and an open dialog about progress. 

You should also reward employees after the reviews are complete. Clear data will help you identify top performers and reward them for their efforts. The reward will make them look forward to performance reviews instead of dreading them.

A revamped performance management process may be what your organization needs. Show your leadership team the statistics and case studies from this article. It will help you build an irresistible business case for performance management. 

The tools to streamline your performance management process.

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Case Study 4-1: Diagnosing the Causes of Poor Performance

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Short Report on Case Studies

The fact that learners complained of the poor performance of the trainer, Heather, in the case study shows that she could not train properly. This signals a deficiency in procedural knowledge as opposed to the abundant declarative knowledge that she possesses based on her qualifications described in the case study. Although she has excellent knowledge of how to design a training class and conduct research on the components of effective communication, networking strategies, necessities for a successful managerial experience, the negative feedback from her training classes shows that she cannot effectively deliver the knowledge that she possesses to the class.

According to Pezzulo (2011), successful training in interpersonal skills requires high procedural knowledge in addition to declaration knowledge. This is because training often involves taking procedural knowledge and trying to explain it declaratively.  Incorporation of behavioral modeling and practice implies that she is required to apply more procedural knowledge if she expects the performance or the responsiveness of the learner to improve. It is imperative for Heather to be informed or re-trained on differentiating between the two types of knowledge. She is supposed to understand a good trainer is supposed to take her procedural expertise and identify the most effective ways of transmitting that knowledge to the learner. Pezzulo (2011) indicated that trainers/lecturers with surmountable declarative knowledge as opposed to procedural tend to perform poorly because they do not understand that a learner can only hold limited pieces of new information in short-term memory. The institution should also consider applying in-service training that is normally undertaken to improve the performance of incumbent employees who have worked in the station longer. This will promote her professional growt h.

The most significant strategy for diagnosing Heather’s dismal performance would be individual coaching with her on the effective training methods of delivering a more concise message, being approachable in class, and coaching other people. The fact that Heather possesses excellent knowledge of the profession implies that her performance could be poor due to a lack of job motivation.  The organization should recheck its rewards schemes to ensure that they are effective in enhancing staff motivation. Additionally, Heather’s dismal performance could be related to the fact that the pre-service program did little to be ready for the new environment of a classroom set up, especially that of dealing with uncooperative or unresponsive learners. According to Melnick & Meister (2008), classroom management challenges can prompt trainers to jettison most of the procedural instructional strategies acquired during training in favor of direct reference to textbook contents without satisfactory explanations. Heather could also have lacked efficient guidance and resources such as lesson plans and unit planning. This curtails performance as the capability of the trainer to explain and expound on the concepts that they teach will be vehemently derailed. Focusing on her personal suggestions can also better lever the corporate knowledge and improve her performance (International Society for Performance Improvement, 2010). Being allowed to express her experience in class can help the administration identify the challenges that she faces and formulate the most efficient way of curbing these impediments.

The training institution should also motivate Heather through various academic support schemes such as a provision of management tips, modeling of the lesson plans, and offering constructive feedback for any queries that she may submit. The institution administrators should realize that underperforming trainers require scaffold assistance that should go beyond assigning them a mentor. Thus, some of the measures that the administration can apply in reducing the trainee complaint levels include the provision of mentoring and guidance, reducing the workload through hiring and aide, and scheduling of common lesson scheduling sessions; all of which aim at motivating the employee.

Case Study 4-2: Differentiating Task from Contextual Performance

Task performance and contextual performance are distinct dimensions that describe employee behaviour at work. Task performance describes the core technical behaviours and activities that characterize a job while contextual performance describes the behaviours that improve the environment in which the technical core operates (Aguinis, 2013). These behaviours are crucial for achieving organisational outcomes, especially in supporting the long-term success of an organization. Contextual performance is conceptualized as being under the motivational control of individuals and is less affected by the characteristics of a job compared to task performance. However, the application of both behaviours assists in the achievement of organizational goals.

Contextual Performance Behaviours

Contextual performance is defined as the behaviours that affect the organizational, psychological, and social contexts of job performance. Examples of contextual behaviours as indicated by Edwards et al., (2008) include working in cooperation with other employees, aiming to achieve goals that are presumed difficult, and adhering to organizational goals among others. This aspect of performance is particularly relevant for the enhanced performance of the district business manager for Bristol-Myers Squibb (BMS).

The contextual performance behaviours included in the job description for DBM include;

• Adhering to the BMS pledge i.e. to act on the belief that the positive response of consumers towards goods and/or services is the honor and integrity of its maker.
• Embracing teamwork and ensuring that every person is focused on improving performance
• Embracing diversity
• Cultivating productive and strong working relationships across the organization
• Contributing to the necessary improvement plans for the organization

The general assumption related to contextual behaviours is that the DBM manager can engage in these activities if they wish and that their decision is determined by the differences in motivational levels. However, the various examples of contextual behaviours stipulated in the case study indicate that employees do not always get the opportunity to engage in discretionary behaviours; the high demand for task performance diverts their devotion towards the improvement of task results.

Task Performance Behaviours

Task performance describes the contribution of an individual to the performance of an organization. It is characterized by behaviors that form part of the formal reward system. According to Bish and Kabanoff (2013), task performance addresses the requirements stipulated in job descriptions. Thus, task performance in the case study will allow the fulfillment of the contract between BMS and the district business manager. The task performance behaviours described in the case study include: setting the goals for the sales department and allocating the necessary resources; setting the performance goals and expectations for the workforce in various departments and developing; and executing a business plan of the business entity in accordance with the BMS strategies. Another task performance behavior stipulated in the case study includes articulation of the company vision and communication of the department’s role in the achievement of the mission. Bish & Kabanoff (2013) identify five performance factors that generally refer to task performance. They include task proficiency, written or oral communication proficiency, supervision, and management. Some of the performance factors required by BMS for the position of district business include proficiency in written and oral communication, strategic analysis, negotiation, leadership, team building and coaching.

In conclusion, the task and contextual behaviours are characterized by three main differences: contextual performance activities can be comparable for almost all job opportunities while task performance is job specific; task performance is determined by the ability of an employee to deliver whereas contextual performance is determined by personality and motivation; and task performance forms part of the formal job description making it an in-role behaviour whereas contextual performance is a discretionary extra-role behaviour, often not rewarded by formal reward systems and may be directly or indirectly considered by the management. However, both task and contextual behaviours describe the specific behaviours of employees that in turn affect the final outcomes. Some of the outcomes of the application of these behaviours include extension and the enhancement of human life, and provision of the highest-quality pharmaceutical and related health products.

Case Study 4-3: Choosing a Performance Measurement Approach at Paychex, Inc.

Performance is a widely used concept that measures the effectiveness of a mechanism/process in the achievement of its purpose. Performance measurement is a multi-dimensional concept characterized by the processes of collecting, analyzing, and reporting information on an individual, group, or organizational performance. Wu (2009) defines performance as the process of evaluating how well organizations are managed and their efficiency and effectiveness in value creation. The most prominent approaches applied in measuring performance include trait approach, behavior approach, and results approach. The trait approach emphasizes the individual traits of employees, behavioural approach emphasizes how employees do the job while the results approach emphasizes what employees produce (Wu, 2009). The most appropriate performance measurement approaches for Paychex.Inc is behavior and results. The appropriateness of the application of behavior approach by the management of Paychex Company is built on the premise that employees take some time to achieve the desired outcomes, the link between behaviors and results is not obvious and poor performance is a product of reasons beyond the performer’s control. The results approach is also effective because it requires less time, lower costs, and its data appears objective. The results can also be used to measure the account executive’s outcomes such as whether the major market services meet the client’s requirements and expectations, the number of clients in the host’s processing system, the number of clients supported in the first few payrolls, and the number of clients turned over to customer service for assistance among others.

Based on the results of the table above, it is clear that Paychex should use a combination of results and behavior approaches when measuring performance. The sales factor should be applied as the main performance measure because the account executives often make sales calls individually to their managers. Application of the sale factor to assess performance by managers is convenient to them because they are well versed with sale issues based on the fact they are responsible for sales in their markets and succinctly understand the payroll laws. Observation of behaviors is also effective in measuring the effectiveness of the training programs because the account executives are responsible for training new account executives and networking in industries where they sell their products (Aguinis, 2013). In this case, performance will be determined through observing the behavior of the new account executives and the response of the outsourced industries and trade partners. The development of good relationships within the industry is also pertinent. The account executives are supposed to develop and nurture friendly relations with their colleagues to benefit from the advantages accrued from teamwork. However, the benefits of relationship-building are not achieved immediately or translated directly into sales. Additionally, the fact that the account executive’s manager does not always monitor their performance implies that the company will have to refer to sales quotas in deciphering the effectiveness of the account executive.

Regardless of the performance measure that is applied, it should be; simple to understand, provide timely and accurate feedback, derived from strategy, relevant, relate to specific goals, precise, form part of the management loop, and reflect the business process (Wu and Zhao, 2008). Some of the functions of performance measurement approaches applied in the case study include checking position, communicating position, confirming priorities, and compelling progress.

Case Study 4-4: Deliberate Practice Makes Perfect

Deliberate practice is characterized by five main factors; designed to specifically improve performance, subject to repetition, the feedback for the results are constantly available, highly demanding mentally, and deficient of fun. Campitelli and Gobet (2011) indicate that deliberate practice is difficult in the business world and most presentations are highly vulnerable to a flaw. This is because most of the trial practices are conducted in front of a live audience were trying a new technique is subject to criticism and other real consequences such as humiliation.

The five steps of excellence based on the concept of deliberate practice include;

• A clear idea of one’s current performance relative to an ideal standard
• Identification of the specification areas that require improvement
• Practicing beyond the personal best level (this step is normally characterized by high incidences of failure in the first attempt)
• Improving the weakness or adjusting the mistakes until one gets it right
• Repeating the process continuously

These are the main steps that should form the basis of Ricardo’s attempt to apply the deliberate practice in improving his presentation skills. He should be willing to take risks because he will never improve unless he ventures out beyond his current skill level. Taking risks will be an inevitable aspect of successful deliberate practice on presentation skills. Ricardo should understand that excellence is attained at a cost i.e. enormous amount of hard and painful work. Lemov, Woolway & Yezzi (2012) opine that young prodigies do not excel due to innate talent but due to tireless practices they expose their talents into. Deliberate practice is the only strategy that Ricardo can apply to overcome nervousness and make a greater impact as well as seek a leadership-centered role. The fact that his peers respect his intellect and capability should motivate him to improve his confidence and presence through public presentation. Ricardo should understand that he will probably never have the opportunity to accumulate ample time to practice complete presentation skills. Therefore, he should take advantage of the group work sessions to practice public speaking in front of his group mates. The feedback or criticism from the group members should act as a reference for identifying his weaknesses and improving them. Ricardo should practice in front of a small audience during the early stages of the exercise to reduce the incidences of humiliation or destructive criticisms that may arise from large audiences for beginners. Such extreme negative responses may derail his efforts of overcoming nervousness. Focusing on improving one or two weaknesses after every presentation will enable him to get better over time.

It is important for him to notice that over-practicing may stagnate one’s progress as practicing too long is demotivating and counterproductive; therefore, one should stay focused and aware by limiting the time they practice. Keeping a learning journal will also assist Ricardo in fully utilizing deliberate practice as the concept is a product of setting specific practice goals and then striving to attain them. It is crucial for one to keep a private journal where they set their specific goals and record the discoveries that they make about their personalities as they practice. For instance, they can record information on the strategies that worked, those that failed and the new experiences that they experienced. The recording material i.e. a journal or logbook will help him turn his presentation skill into a set of minute challenges that keep him engaged and motivated. In concurrence with this aspect, Lemov, Woolway & Yezzi (2012), avers that the human brain works best when faced with challenges. It is also not advisable for one to become too ambitious because working on more than one thing may make a person lose focus on the audience as well as the material they are presenting. Some of the common areas that compromise the integrity of the presentation include filler words, stance and movement, eye contact, whiteboarding/writing, slide transitions, audience engagement, the various forms of presentations, reading, and word choice. Some of the benefits that Ricardo will accrue from deliberate practice include becoming cautious or mindful of all the strategies that he takes as a presenter and acquiring a tremendous sense of focus and control that adds to his presence and credibility in front of the audience.

Aguinis, H. (2013). Performance management . Boston: Pearson.

Bish, A. J., & Kabanoff, B. (2013). Star performers: task and contextual performance are

Components, but are they enough? Asia Pacific Journal of Human Resources, 52, 1,

Campitelli, G., & Gobet, F. (2011). Deliberate Practice: Necessary But Not Sufficient.

Current Directions in Psychological Science, 20, 5, 280-285.

Edwards, B. D., Bell, S. T., Arthur, J. W., & Decuir, A. D. (2008). Relationships between

Facets of Job Satisfaction and Task and Contextual Performance. Applied Psychology,

57, 3, 441-465.

International Society for Performance Improvement. (2010). Handbook of improving

performance in the workplace . San Francisco: Pfeiffer.

Lemov, D., Woolway, E., & Yezzi, K. (2012). Practice perfect: 42 rules for getting better at

getting better . San Francisco: Jossey-Bass.

Melnick, S., & Meister, D. (2008). A comparison of beginning and experienced teachers’

concerns. Educational Research Quarterly, 31 (3), 39–56.

Pezzulo, G.  ( 2011). Grounding Procedural and Declarative Knowledge in Sensorimotor

Anticipation. Mind & Language, 26, 1, 78-114.

Wu, D. (2009). Measuring Performance in Small and Medium Enterprises in the Information

& Communication Technology Industries . RMIT University. Management.

Wu, D. and F. Zhao (2008). Performance measurement in the SMEs in the information

technology industry . Information Technology Entrepreneurship and Innovation.

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