Task Performance: Examples of Strong Writing from MGT 360

1. Task Performance:Examples of Strong Writing from MGT 360 Wayne Smith, Ph.D. Department of Management CSU Northridge ws@csun.edu

2. What is Performance? • Understanding performance—especially task performance—is one of the most important and most difficult issues involved in the life of a manager. • A manager crafts a working environment for performance success of a professional, and… • A manager strives to evaluate performance well. • The most recent and the most important research suggests that: • Motivation  Performance  Outcomes  Satisfaction • Additionally, the most recent and the most important research suggests that: • Performance = Ability (Skill) X Motivation (Effort), where: • Ability (Skill) = Aptitude X Training X Resources, and • Motivation (Effort) = Desire X Commitment

3. Exemplars – Motivation  Performance • Establish moderately difficult goals that are understood and accepted. • (Performance Review) • Manager: The last thing I wanted to talk to you about today is your openness to experience score on the test. You scored low on this part which reinforces what we've been going through today. You have low adventurousness, which tells me you feel uncomfortable with change. Now, that isn't necessarily a bad thing, but for future reference, if you plan on moving up in this company or even if you're looking for a job elsewhere, people like to see someone who isn't afraid to try new things or be adventurous. • Me: I’ve been hearing that from everyone for as long as I can remember, and its something that I believe is one of my biggest weaknesses. I like being in a comfort zone and don't like stepping out of that. However, that is something that I've been trying to change little by little as I know that trying new things and being adventurous can be a big benefit. I want to either eventually move up in this company or find a better job some time in the future, and I know that I will never be really considered for a better job or a promotion if I don't stick out. • Manager: That’s great to hear.

4. Exemplars – Motivation  Performance (cont.) • Remove personal and organizational obstacles to performance. • (Performance Review) • Manager: The reason you did not receive “outstanding” in the area of making customers comfortable with you is because I noticed you do not have a high sense of urgency when you are working with one client and there are many people in the store. • Me: Yes, you could say I have a low level of gregariousness, as crowds make me uncomfortable and I tend to stick to what feels comfortable. I have had bad customer experiences when helping multiple customers at one time, and I tend to project those experiences on the crowds of customers who come in at one time. • Manager: I completely understand; you can control your projections of past bad customers onto new customers by becoming more self-aware and self-monitoring. We can add a sense of urgency to your goals lists for the coming year.

5. Exemplars – Performance  Outcomes • Use rewards appropriately to encourage exceptional performance. • (Informal Office Discussion) • Office Manager: “Can you please come to my office,” Sarah said as she got up. • Alexandra: “Sure, is everything okay?” I said. • Office Manager: “Yes, I wanted to tell you that I appreciate your hard work and you being such an altruistic individual has been recognized, and with that being said, I will be more than happy to give you the raise that you deserve,” she stated. • Alexandra: “Wow! That means so much to me; thank you so much for being understanding and I know now not to be self-conscious when it comes to [emotionally charged and complicated] issues at work,” I replied happily. • Office Manager: “I know you had good intentions and are always assisting people when they need the help, and I truly appreciate it.

6. Exemplars – Performance  Outcomes (cont.) • Use discipline appropriately to extinguish unacceptable behavior. • (Meeting with Supervisor on Inappropriate Communication) • Mrs. Harper: “Please calm down Mr. Smith. I know you must be feeling angry or upset, but we need to address the issue at hand. We have evidence that you sent numerous texts to the female employee. We cannot confirm with solid evidence the allegations made by other employees, but we can now take proper precautions to make sure this does not happen again.” • Mr. Smith: What does this mean? • Mrs. Harper: Unfortunately, human resources, as well myself and the district manager, think it is best if we place you at another store. You will also be given a temporary suspension and have to undergo mandatory retraining on the code and conduct of our company as well as maintain weekly check-ins with the store manager at the new store you will be transferred to within the next week or two. I’m sorry it had to come to this, but we, as well as your old store, have been very lenient in regards to punishment and it is no longer a viable method of treating this reoccurring problem.

7. Exemplars – Outcomes  Satisfaction • Provide salient internal and external incentives. • (two peers discussing how to change the morale in the office) • Brenda: It seems like we need to click the reset button. The question is how do we click it? We also need to make sure that the change is contagious, persistent, and understandable. What do you think if we add a “Thank You” wall to the employee room? It will be a space in which we can thank each other for anything. We can also do casual Fridays or maybe something to make Mondays a bit more fun. • Cuca: We can have “Merry Mondays”! By offering dessert after lunch time. • Me: That is great! Although, we are going to have to pay for it. At least until the company might want to step-in. • Cuca: I am feeling very motivated and excited. We are starting something new.

8. Exemplars – Outcomes  Satisfaction (cont.) • Distribute rewards in an equitable and timely manner. • “(tbd)”

9. Exemplars – Outcomes  Satisfaction (cont.) • Provide specific, accurate, and honest feedback on performance. • (Performance Review) • Manager: To start off, you have been a very reliable worker for us. I never have to call you in to my office for disciplinary reasons and we can always rely on you and your work. Dealing with certain customers can be really difficult and unpleasant, but you always keep calm and keep your emotions controlled until the task is completed. However, an area that you can improve is your achievement-striving. While you can be a reliable worker, you also only do enough work to get by. You don't really seem to go above and beyond what you're supposed to do. Do you have anything to say to that? • Me: To be honest, I actually don't think that I should have scored low in that section of the test. While I will admit that its sometimes difficult for me to get motivated to do certain task, its not because I'm lazy or any reason like that. Sometimes I just don't care enough for something if its not something I'm interested in. If its something that I am interested in, I will go above and beyond to accomplish that task. While I know that isn't a good feature to have, I don't believe that i should be classified as lazy, because I'm not.

10. Exemplars – Ability (Skill) – Aptitude • Aptitude refers to the native skills and abilities a person brings to the job. These involve physical and mental capabilities, but for many people-oriented jobs, they also include personality characteristics. (Performance Evaluation) • General Manager: “Speaking of issues, the next thing I want to cover is your problem-solving skills. This skill is one of the most important qualities a manager can possess. As a manager, you are expected to seek out and deal with any problem; you have to be able to come up with a solution whether it is a routine problem or something you have never dealt with before. Your tolerance for this ambiguity allows you to face every problem with a positive attitude ” • Assistant Manager: “I truly do love solving problems. I have a high intellect and love to play around with different ideas. Finding solutions to the more puzzling problems is actually pretty entertaining for me.”

11. Exemplars – Ability (Skill) – Training • Training is an important mechanism for improving employee performance. If an employee has minor deficiencies in skill aptitude but many other desirable characteristics, an intensive training program can be used to increase the employee’s qualifications for the job. • (Hypothetical Scene from the TV Series “The Big Bang Theory”) • Penny: “Anyway... I was particularly proud of my agreeableness score. It said I was high in trust and sympathy and that I have a "strong interest in others' needs and well-being," and that I was "pleasant and cooperative." Hey, maybe I should apply for that job.” • Leonard: “It was for a theoretical photon team.” • Penny: “It's not like they wouldn't train me.:”

12. Exemplars – Ability (Skill) – Resources • Resources (technical, personnel, and political) are provided to well-trained employees in order to perform assigned tasks effectively. • “(tbd)”

13. Exemplars – Motivation (Effort) – Desire • Desire refers to an employee’s internal drive to complete a task. Her or his work is never half-hearted. (Performance Review) • Manager: “Okay, so overall, you are truly doing a great job managing the store. Your self-discipline and knowledge helps you and your team to constantly grow and improve. Your supervision of your team in a way that inspires such incredible cooperation is very beneficial. We can work a little on your anxiety and hopefully overcome a few issues with your service skills. However, your drive to solve problems and creativity make you an asset to this team.” • Professional: “Thank you, There are definitely a few things I can work on; I always have room for improvement. I look forward to the opportunity for me to continue to grow with this company in the future.”

14. Exemplars – Motivation (Effort) – Commitment • Commitment refers to employees who are not easily distracted or discouraged. Their work plods along persistently. (Meeting of Managers to Decide who should get a Promotion ) • Cindy: “If Jose and Sam had overcome their weakness, they might have a better chance of getting the promotion. Jose should have more self-confidence and become more social. Sam needs to work on his leadership skills.” • Dan: “The most important part of being a leader is being able to give advice and have great communication skills. I am not promoting anyone who cannot coach or mentor. I am not promoting those who use timidity and shyness as an excuse.”

15. References • The categories for this presentation were excerpted and adapted from the following book: • Whetten, D., and Cameron, K. (2016) Developing Management Skills (9th ed.), Pearson, Boston:MA.