Performance Improvement Analysis:
Effective managerial coaching is integral to ongoing employee development. Whereas training is typically focused on acquiring and/or strengthening specific skills within a short time-frame either on-the-job or in a classroom setting, development is embedded in the relationship between the manager or team leader and his/her staff or team members, and involves an iterative process through coaching and feedback over time.
The central key to effective coaching is that of assessing the performance situation in order to determine the most appropriate and effective approach to the performance deficiency (or deficiencies). In this Module 2 case, please return to the background readings to review the article entitled "When Employees at Work Don't Get It: A Model for Enhancing Individual Employee Change in Response to Performance Feedback" by Silverman, Pogson, and Cober (2005). Although this article was published in 2005, it remains highly relevant today. Moreover, the article is derived from the The Academy of Management Executive, one of the most highly regarded organizational management journals available.
Conduct a Coaching and Performance Improvement Analysis
1) Please read the journal article above very carefully, and then prepare a 5-6 page paper (not including cover and reference pages), responding to the following requirements:
Step 1. Introduction (1 page) - briefly describe the following:
• Person who will be the focus of your analysis (without specifically identifying who they are; the person can be a teammate, staff member, or even your manager or boss, but must be someone who you work with and/or observe in their work on a regular basis);
• Nature of your work relationship and experience with that person, and
• General nature of the performance problem that you believe needs to be assessed.
Step 2. Now, using the "Individual and Organizational Precursors Scale" (IOPS) shown in Table 1 (p. 140), rate the individual according to each of the five Individual Precursor items (e.g., Awareness, Sense of Necessity, etc). Critically discuss and assess the person's willingness and ability to change using each one of the five (5) Individual Precursors. Be sure to include the score you have assigned each item beside your discussion of that item (1 page)
Step 3. Next, compute a total score, and assign the individual to one of the three categories (i.e., Unaware, Developers, or Enlightened). Discuss how you believe the person's performance has been consistent with the characteristics of this category. Explain. (one-half page)
Step 4. Now, using the IOPS shown as Table 2 (p. 142), please assign a score to each of the five Organizational Precursor items (e.g., Organizational Alignment, Organizational Feedback Environment, etc). Critically discuss and assess how each one of the five factors are consistent with the organization's characteristics. Be sure to include the score you have assigned each item beside your discussion of that item. (1 page)
Step 5. Compute a total score, and assign the organization to one of the three categories (i.e., Static, Developing, or Learning-Oriented). Please comment briefly as to how the organization fits the characteristics of this category. (one-half page)
Step 6. Finally, create a performance improvement action plan in which you identify the most salient areas that should be addressed, and identify specific actions you would take, or recommend be taken in order to address them (1-2 pages). Please discuss the following:
• Whether any training-related actions are required, and if so what
• Any non-training and development related actions, and if so what
• Any employee development-related actions that may be required, and if so what
• Whether you believe that actions taken (based on the assigned IOPS individual category) will be successful relative to remediating the performance deficiencies identified
• The extent to which the organization (based on the assigned IOPS organizational category) will support or hinder a performance action plan
• The collective effect of individual and organizational precursors - i.e., how will these come together to assist in success of the plan (or not)?
Hope you are well.
In review of the contents and question posed, the attached document is basically a observation score card on a particular individual (employee) at a particular company. There are a total of 6 steps that must be completed with suggestions and/or mandatory pages of content within your rely length. The first requirement to even get started on your final write up paper for submission is to select a person within a company you currently are employed or know of someone that accessing their work habits and responsibility is welcomed. For now, let's begin on going through the required 6 steps to successfully understanding the core concepts presented:
-Step 1. Introduction (1 page) - briefly describe the following: Person who will be the focus of your analysis (without specifically identifying who they are; the person can be a teammate, staff member, or even your manager or boss, but must be someone who you work with and/or observe in their work on a regular basis); Nature of your work relationship and experience with that person, and general nature of the performance problem that you believe needs to be assessed.
Try and think of an introduction as a way to introduce your selected person of interest that will highlight the observation analysis. The selected person is of focus to demonstrate the pattern of choices and behaviors being observed for interpretation within your final write. Make sure the selected person has more than a few responsibilities, such as, make core decisions that directly or indirect impact others within the work environment, lead by example and instruct others in how to perform tasks accordingly. In most cases, the selected person within the study of observation such as this presentation is in some type of leadership role. Some key examples to a sufficient introduction are as follow:
"In the following observation Mr. John Doe is the department manager within Company Mortgage Bank in the City Unknown, State Unknown. Within the loan department, Mr. John Doe is responsible for over 40 people that further breaks down into categories of processes from loan origination to closers. Mr. John Doe has several team leads and supervisors to manage each sub-category team within his main department. The working relationship between Mr. John Doe and me relate towards my x-number of years as a loan mortgage closer. Therefore, the opportunity is to witness and observe Mr. John Doe's leadership style and approaches within a very fast pace environment."
The objective of the introduction is basically to remember an overview to what will be discussed in the final write up. In which, the main objective is stating your selected person of interest that demonstrates several decision making responsibilities for proper observation in leadership style and decision making that influences behavior within the workforce.
-Step 2. Now, using the "Individual and Organizational Precursors Scale" (IOPS) shown in Table 1 (p. 140), rate the individual according to each of the five Individual Precursor items (e.g., Awareness, Sense of Necessity, etc). Critically discuss and assess the person's willingness and ability to change using each one of ...
The expert discusses the training and development techniques. The general nature of the performance problems that need to be assessed are given.