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DOCUMENT DESCRIPTION Supervision and Management are often at a loss when evaluating performance and they are unable to provide specific examples of non-performance incidents. Additionally, employees are caught off guard when they learn about performance expectations after a non-performance incident occurs. If, for example, an employee is informed that the level of teamwork being demonstrated is unacceptable and asks what that means, the supervisor or manager cannot quantify what is meant by teamwork. Over time, because feedback and ratings cannot be substantiated or justified, supervision and management avoid honest communication and assessment, and employees cease to be held accountable for desired performance. This situation ultimately impacts high-performers when their own productivity and quality gradually decline. An organization may even wind up keeping employees who should not be kept beyond their probationary periods because they are not meeting performance expectations and the ability to justify terminating employment is deficient. Got a question about the product? Email us at [email protected] or ask the author directly by using the form to the right. If you cannot view the preview above this document description, go here to view the large preview instead. Source: Translating Intangible to Tangible Performance: Volume 1 PDF document
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Translating Intangible to Tangible Performance: Volume 1Sold by Karen Reitor, Communique Productions Inc (this author has 84 documents)
This business document is categorized under the function(s): It applies to All Industries File Size: 480.6 KB Number of Pages: 12 Related Topic(s): Team Management Purchase includes lifetime product updates. After your purchase, you will receive an email to download this document. Initial upload date (first version): Feb 17, 2019 Ask the Author a Question Must be logged in Click here to log in ![]() ![]() |
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