Sample Report on Managing People at Work

Managing People at Work

1.0. Introduction

The essence of organizational behavior is to investigate the influence people, groups, and respective structures have on the behaviors of companies. More specifically, the knowledge obtained by scrutinizing the dynamics of organizational behavior is applicable in enhancing the performance of the organization (Ammons & Roenigk, 2015). The study focuses on The Golden Bow Restaurant, which is under the ownership of Andy Davis. Initially, Andy encounters challenges in nurturing an effective human capital framework for his restaurant. He had difficulties obtaining a dishwasher in his business. He met Eddy Munz, and his problem disappeared though some challenges in terms of performance were evident. The study will analyze the performance management problem, and this problem is apparent at The Golden Bow Restaurant. More intently, the presentation will formulate a plan of an effective performance management system that will solve the challenges like those exhibited by Eddy Munz in the initial stages of the operation of the Restaurant. Successful performance management practices comprise the presence of sound performance measures, vivid goals and objectives, devolved decision authority, engaged employees, and incentives and sanctions coupled with performance.

Performance management is a continuous process of identifying, measuring, and developing the performance of the employees (Askim, 2015). Moreover, it focuses on the terms that align the performance of workers with the strategic goals of the business. Important to note is that performance management is continuous, and it aims to align with the strategic goals of the enterprise (Ebrahimi & Sadeghi, 2013). The study will first highlight how performance management can contribute to managing the staff at The Golden Bow Restaurant. Secondly, the study shall lay down a performance management plan for Andy’s Restaurant.

2.0. Contribution of a Performance Management System at the Golden Bow Restaurant

  1. Motivation to perform drastically increases.
  2. The self-esteem of the staff at Golden Bow Restaurant will increase.
  3. Andy Davis, who acts as the manager/owner, will gain beneficial insights about Eddy and all the employees (Vernadat, Shah, Etienne & Siadat, 2013).
  4. There will be a clear clarification of the definitions of the job and criteria of all the employees.
  5. Eddy and all employees will enhance self-insight and development mechanism.
  6. Andy will nurture administrative actions that are fair and appropriate.
  7. The goals of The Golden Bow Restaurant will be clear (Wendt, 2014).
  8. Employees exhibit the utmost levels of competence, and their misconduct becomes minimal.
  9. Enhanced protection from lawsuits and there is a clear distinction between excellent and poor performers.
  10. The facilitation of change at the Golden Bow Restaurant occurs, and all the employees will understand Andy’s views about their respective performance much more clearly.
  11. The employees’ motivation, intention, and commitment to work at The Golden Bow Restaurant improve in a drastic manner (Askim, 2015).

3.0. A Plan for Intervention to Address the Performance Management Problem at the Golden Bow Restaurant

To implement an excellent performance management plan at The Golden Bow Restaurant, it is critical to establish two vital factors. First, Andy has to lay out the strategic goals and the organizational mission of the restaurant (Ammons & Roenigk, 2015). Secondly, it is critical for Andy to equip himself with the knowledge of the job in question, which is the dishwasher job and the other jobs by extension. Figure 1 depicts a plan to implement a performance management system that will solve the challenges at The Golden Bow Restaurant. The aim of organizational behavior is to ascertain how the performance of individuals in an organization can skyrocket (Ebrahimi & Sadeghi, 2013). Performance management concepts are in line with organizational behavior concepts, and the study capitalizes on this fact.

Figure 1: Performance Management Plan at the Golden Bow Restaurant


3.1. Prerequisites

            As stated above, there are two critical requirements for formulating an effective performance management system at The Golden Bow Restaurant. First, there ought to be an in-depth knowledge of the company’s mission and strategic goals (Vernadat, Shah, Etienne & Siadat, 2013). Moreover, it is crucial to grasp the concepts related to the respective jobs in question. An excellent performance management plan has to incorporate these two critical factors. For instance, in the case of Eddy (the employee), Andy (the manager) has to formulate clear strategic goals. Moreover, he has to draft the mission and vision of his restaurant (Wendt, 2014). More intently, Andy has to have an in-depth knowledge of Eddy’s job. He has to be familiar with its challenges, activities, the transferable skills Eddy has that are applicable to the job, and this will enable him design an impeccable performance management program for Eddy.

To understand the organizational mission and strategic goals of The Golden Bow Restaurant, it is critical to plan strategically. The strategic planning process may occur after the formulation of the mission and vision of the organization (Ammons & Roenigk, 2015). Strategic planning has to couple with the formulation of mission and vision statements, and the three aspects are inseparable. More intently, a strategic plan will enable The Golden Bow Restaurant to establish its purpose of existence and its projections for the future. Moreover, the strategic plan will articulate the goals the restaurant aims to realize, and the strategic measures that will come in handy in achieving these respective goals (Askim, 2015). The objectives of the entire restaurant have to be clear, and this will enable similar goals to cascade downwards in the business. More precisely, the departments at the restraint such as serving and dishwashing will be able to formulate objectives that support the overall mission and vision of the business. Also, the cascading of the goals continues until each respective employee has a set of goals that correspond to the overall culture of The Golden Bow Restaurant.

3.2. Performance Planning

It is critical for employees to have a thorough knowledge of the performance management framework. More precisely, Andy should plan a meeting with Eddy and all the employees, and they should agree on what ought to occur, and how it should happen (Ebrahimi & Sadeghi, 2013). The performance planning process incorporates three stages, and these relate to the results, behaviors, and the development plan.

3.2.1. Results

            There should be outcomes that an employee ought to produce. For instance, Andy had to introduce a new chalkboard displaying the record intervals of Eddy completing his chores. The method worked because Eddy’s performance skyrocketed (Vernadat, Shah, Etienne & Siadat, 2013). When accounting for results it is necessary to incorporate crucial accountabilities and broad areas of the job for which a respective employee is responsible for producing results. When Andy discusses results with Eddy, there must be a job description, which is washing dishes. Secondly, Eddy’s objective statements and measurable outcomes must be present and the performance standards expected formulated by him must be clear (Wendt, 2014). The performance measures have to cater for the quality, cost, time, and quantity of the job.

3.2.2. Behaviors

            Focusing on the results alone does not offer a complete picture of the employee’s performance (Ammons & Roenigk, 2015). Hence, the behavior must come into play. The matters linked to the workers’ mannerisms and how they execute the job will influence the planning phase in an immense manner. Behaviors related to communication skills, product knowledge, and professionalism are of extreme vitality. For instance, when Eddy nibbled desserts off dirty plates and sprayed his colleagues with water that was unprofessional behavior. More intently, Andy should make it clear that behavior coupled with performance standards is mandatory (Askim, 2015). In addition, Andy should discuss measurable competencies with Eddy, and the competencies may include oral communication, dependability, efficiency, and professionalism.

3.2.3. Development

            It is critical for Andy and Eddy, to structure a customized development plan that will guarantee a great performance from Eddy in all instances. A development plan is specific to the needs of each employee, and it focuses on the weak points exhibited by the respective employees at The Golden Bow Restaurant (Ebrahimi & Sadeghi, 2013). For instance, the introduction of the chalkboard next to the kitchen door acted as a development plan for Eddy because he was the only one using that chalkboard as a benchmark. Performance planning ought to incorporate a development plan to realize great outcomes.

3.3. Performance Execution

In instances whereby, the review processes commence an employee endeavors to be productive, and he /she exhibits the results agreed upon with the manager to achieve the set developmental needs. Employees must participate actively in the processes of formulating job descriptions, performance standards, and the rating forms (Vernadat, Shah, Etienne & Siadat, 2013). Several elements ought to be present in the performance execution stage, and the elements include a dedication to realizing the set goals, ongoing performance feedback and coaching, and constant communication with the supervisor (Andy). Moreover, there has to be the collection and sharing of performance data and preparation of performance reviews at The Golden Bow Hotel. The employee is the main player at the performance execution stage although Andy, who acts as the manager, has a critical role in this process (Wendt, 2014). Efficient supervision of employees is essential to managing the workers in any company. The manager must observe the employees and document any significant events coupled with employee performance standards. Secondly, managers ought to update employees on changes in the company’s objectives, and they must ensure employees receive regular feedback of their performance standards. In addition, the managers must cater for the resources involved and avail any forms of reinforcements that may be necessary (Ammons & Roenigk, 2015).

Figure 2: A summary of the role of the manager and the supervisor in the performance execution stage

3.4. Performance Assessment

In the case of The Golden Bow Restaurant, both Andy (the manager) and Eddie (the employee) have to scrutinize the extent to which the desired behaviors have been evident. More intently, both of them must ascertain if the desired results are apparent at the restaurant (Askim, 2015). In addition, it is crucial to establish if the goals linked to the development plan have been successful. Both the manager and the employee must fill in their copies of appraisal forms. The involvement of both parties provides sufficient information that applies to the performance review stage (Ebrahimi & Sadeghi, 2013). More intently, the inclusion of self-ratings assist in appreciating discrepancies between self-reviews and the manager’s reviews. The differences come in handy when initiating development programs especially if the manager’s ratings of the employees’ performance are lower than the workers’ self-ratings. Self-appraisals minimize employee defensiveness, and they nurture a culture of appreciating the performance management framework because of its utmost levels of accuracy and fairness (Vernadat, Shah, Etienne & Siadat, 2013).

3.5. Performance Review

            In this stage, the manager meets with the respective employees to discuss their performance issues. The appraisal meeting is critical because it provides a setting whereby the employees receive feedback about their performance (Wendt, 2014). Andy should nurture a culture of being professional in providing both negative and positive performance feedback, as many managers tend to be uncomfortable when providing negative feedback to employees. Availing feedback in the correct manner enables employees to enhance their performance levels, and they embrace the performance management systems in an immense manner (Ammons & Roenigk, 2015). It is crucial to give honest and straightforward feedback at all times to avoid mediocrity and the damaging of the morale of top performers.

3.6. Performance Renewal and Contracting  

            At this stage, it is crucial to use the insights and information established at the previous levels. For instance, at the Golden Bow Restaurant, Andy might have set unrealistic goals for the employees, and this stage will enable him to revamp or modify the goals appropriately (Askim, 2015). The stage will allow Andy to take corrective measures and this guarantee an impeccable human capital system at the Golden Bow Restaurant at all times.

4.0. Conclusion

            Great performance management systems complement managing people at work in an efficient manner. Important to note, is that performance management activities should be continuous in the daily operations of The Golden Bow Restaurant (Wendt, 2014). The proposed performance management plan will solve the problems at the restaurant, and it will enable Andy to motivate Eddy and other employees, and he will be equipped to make proper decisions at all times.


Ammons, D. N., & Roenigk, D. J. (2015). Performance Management in Local Government: Is Practice Influenced by Doctrine. Public Performance & Management Review, 38(3), 514-541.

Askim, J. (2015). The Role of Performance Management in the Steering of Executive Agencies: Layered, Imbedded, or Disjointed. Public Performance & Management Review, 38(3), 365-394.

Ebrahimi, M., & Sadeghi, M. (2013). Quality management and performance: An annotated review. International Journal of Production Research, 51(18), 5625-5643.

Vernadat, F., Shah, L., Etienne, A., & Siadat, A. (2013). VR-PMS: a new approach to performance measurement and management of industrial systems. International Journal of Production Research, 51(23/24), 7420-7438.

Wendt, L. (2014). From measurement to ownership: The evolution and organizational implications of modern performance management. Cornell HR Review, 1-11.