THE VIDSOFT TRIANGLE (A)
The VidSoft triangle case deals with one of the broad-based challenges facing organizations as result of the insisting need to respond globalization through working with people from different cultures (managing multicultural team).
The VidSoft triangle case deals also with the “relationship conflict “ which is –as studies demonstrated- almost always dysfunctional and probably ends up with hindering the completion of organizational tasks.
The VidSoft triangle case also reflects one important contemporary theory of motivation which is the goal-setting theory applied through its main tool ;management by objective program “MBO”.
The VidSoft triangle case provides an ideal of the integration between both
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Stage V represents the expected echo of the decision Babatunde about to make.
Third: Goal-Setting Theory:
In addition to the above main issues, the VidSoft triangle case provided one utilization of goal-setting with the management by objective program ”MBO”.
The VidSoft triangle case fulfilled the four common ingredients to MBO program which are goal specificity, participation in decision making and goal setting process, an explicit time period and performance feedback.
“As a manager, he and an employee agree on a set of objectives (goal specificity, participation in decision making and goal setting process) in an assigned period of time, usually a quarter(an explicit time period),he and employees would meet to evaluate and discuss how well the objectives agreed upon were or were not met (performance feedback)”
In VidSoft, MBO program works from “top down” which resulted in a hierarchy that links objectives at one level to those at the next level and for individual employee, MBO provides specific personal performance objectives.
Fourth: Variable-Pay Program ”Merit-Based Pay”:
In addition to the application of MBO program, VidSoft strengthened its motivational strategy with an efficient variable-pay program in the form of merit-based pay through which the employees are compensated based on performance and objective output .Using this plan enabled VidSoft to indentify clearly the performance variation
This research paper is based on the development and implementation of completely integrated performance management system. The organizations are enjoying many benefits by implementing the performance management system. It has helped in improving the productivity of employees in most of the organizations. It is to be understood that apart from advantages, the system also carries some disadvantages. It is time consuming and there are chances of biases entering into the system.
* Set performance goals with each employee. These goals focus on the employee’s specific performance on the job, such as his productivity, output, results, competencies, and behaviors. As you set and follow up on these goals you will be helping your employees to see that the performance appraisal is not a once a year activity but instead is a way to measure their success and course correct any shortcomings throughout the year.
Managers were instructed to develop specific goals with their individual employees and use those goals as a secondary component in the performance management process.
Performance and development goals to be achieved by the employee based on his/her job performance and/or job knowledge during the next evaluation review
* Twice a Quarter Upper Management team members will provide employees with Goal feedback and assessment
82). This is where prevention mechanisms come in by utilizing effective leaders, recruitment techniques, training procedures, and using a clear line of communication of what staff can and cannot do through the use of policies, goals and objectives. Policies and procedures are put in place with logical reasoning to enhance organizational goals. Regular training is also important in incorporating a skillful and knowledgeable leaders who can successfully in balance values in a competitive atmosphere (Ortmeier & Meese,
On the other hand, organizational performances can be enhanced in the following manner; by creating success requires respect for everyone’s needs, talents, and aspirations, as well as an understanding of the dynamics of human behavior in organizational systems. Organizations do well when the people in them work hard to achieve high performance, as individuals and as members of teams. The ultimate goal of OB is to improve the performance of people, groups, and organizations, and to improve the quality of work life overall (Schermerhorn, 2011).
4. Management by objective (MBO) is a process that includes all of the following EXCEPT:
Supervisors must understand the incentive pay process in order to support and administer it. Oftentimes, a lack of understanding causes managers to ignore or adapt the process as they see fit. Moreover, if supervisors are not trained on how to measure performance, the process will not be standardized across the company. (Gordon, Kaswin)
A performance management system should consist of planning, monitoring, reviewing and evaluating (Hrcouncil.ca, 2015). During the planning phase management should identify, clarify and agree upon expectations of the employee. Also, in this phase management needs to determine how results will be measured, agree on the monitoring process and document the plan for performance management. Furthermore, this step is imperative for management to identify and ensure the performance objectives are explicitly stated to the employee. In the development of this phase management would
Develop a PMO charter that identifies their objectives, responsibilities, and their structure within the organization
The third is motivation, which supplies motivation for employees to develop and grow in the job by providing benchmarks during the year. The fourth is accountability, which creates accountability for employees and managers/supervisors. This will help all employees prioritize competing projects or initiatives for each individual or department. Managers conduct initial performance planning discussing with employees and provide direction through coaching sections. After the performance planning discussion, employee’s drafts performance plan for the manager’s review. This planning discussion is followed up by the employee finalizing his or her draft with his or her manager. Overall, managers/supervisors at each level develop specific goals that support department or team goals which in turn support the corporate and function/operational group scorecard metrics.
The conflict presented in this case study is between two employees that perceive tension in the
There are major objectives for performance management that is to promote a both way system of communication between mangers and its employees for clarifying expectations about the roles and responsibilities, communicating the company mission and goals, by providing a regular and a clear feedback for improving performance and needed coaching in Identifying the obstacles for effective performance and resolving those blocks through constant monitoring, coaching and development.
An incentive pay program can reward employees who continue to produce superior work or encourage employees who already produce good work to best. Sometimes, use an incentive system when employees are lack of enthusiasm of getting down to work and improving things. If everyone in the same job classification gets the same pay, there is no real incentive to do an outstanding job (French, 1990). Various incentive plans used to motivate all employees such as production staff, sales staff, administrative staff and managerial and professional staff on an individual basis. To be improved employee work performance, the incentive pay programs need to be fairly matched with the employees’ expectation. Properly designed and maintained incentive pay program has the potential to increase employees’ productivity and work performance.