M2D1

Be sure to review Chapters 2 and 3 of the textbook Performance Management by Aguinis (2013), before you review the following case study regarding Omega, Inc. Omega, Inc. Omega, Inc. is a small manufacturing company whose sales success or failure rests in the hands of sales representatives employed by franchised dealers operating independently. Omega faces a challenging situation because it does not have control over the people working for the independent dealerships. It is the performance of these individuals that dictate Omega’s sales success. To make things more complicated, until recently there was no clear understanding of the role of the sales representatives and there were no formal sales processes in place. Sales representatives varied greatly in terms of their level of skill and knowledge; most put out little effort beyond taking orders, and they did not feel motivated to make additional sales. Finally, franchises varied greatly regarding their management strategies and follow-up with Omega. Recently, understanding the need to improve the performance of sales representatives, Omega agreed to partially fund and support a training program for them. The network of franchise owners in turn agreed to work together to implement a performance management system. As a first step in creating the performance management system, the franchise owners conducted a job analysis of the role of the sale representatives, wrote a job description, and distributed it to all sales representatives. The franchise owners also adopted a franchise-wide mission statement based primarily on the need to provide high-quality customer service. This mission statement was posted in all franchise offices, and each franchise owner spoke with his employees about the contribution made by individual sales on achieving their mission. As a second step, the managers set performance goals (i.e., sales quotas) for each employee. Then, all sales representatives attended extensive training sessions. The employees received feedback based on their performance in the training course and then were reminded once again of their sales quotas. Back on the job, managers gave feedback to their employees regarding their standing in relation to their sales quotas. Since the employees had no way of monitoring their own progress toward their quotas, the performance feedback consisted of little more than a reiteration of monthly sales goals. There was no performance appraisal form in place, discussions were not documented. This lack of feedback continued, and although sales quotas were being met for the first few months, franchise owners received complaints from customers about the low quality of customer service they were receiving. Subsequently, sales began to decline. Furthermore, many orders were often incorrect, forcing customers to return items to Omega. While the new performance management process was an improvement over no performance management (at least initially), the franchise owners were still far from having a system that included a smooth transition between each of the components of the performance management process. Consider each of the links of the performance management process as shown in Figure 2.1 : a. prerequisites : performance planning b. performance planning : performance execution c. performance execution : performance assessment d. performance assessment : performance review e. performance review : performance renewal and recontracting f. performance renewal and recontracting: prerequisites (Aguinis, 2013, pp. 55–56) Respond to the following: After reviewing the links of the performance process, assess your current organization or an organization you worked for and determine if all links are well established. If there are breaks in the performance management process, describe the specific areas. In addition, explain why these breaks exist in these areas.Recommend improvements to the organization’s performance management system.