performance diagnosis model ), discuss B u s i n e s s F i n a n c e
Minimum 1 and 3/4 of a page double spaced paper. Must read and follow below and look at the included figures to use on this paper.
The purpose of this exercise is for you to apply some of the knowledge you gained from the chapter about performance management, both related to ability and motivation. To do this, read the scenario about Chaney (p. 363) and his struggles as a draftsman. Your purpose is to diagnose the source of Joe’s performance problems and make suggestions for improvement. Figure 6.7 (Performance Diagnosis Model) will help you determine if Joe’s problems stem from an ability issue, a motivational issue, or both.
After reading the scenario found in Joe Chaney, review the integrated model of motivation in Figure 6.5 and the decision tree in Figure 6.7 (Performance Diagnosis Model) or information that will be helpful in answering the questions below. Remember that the firm had “been pleasantly surprised by Joe’s performance. Until recently, he worked hard and consistently produced high-quality work. Furthermore, he frequently volunteered for special projects, made lots of suggestions for improving the work environment, and has demonstrated an in
-depth practical knowledge of architecture and the construction business.”
Answer the questions as thoroughly as possible.
1. Joe’s effort has decreased lately and he is not as excited about his work and has had some arguments with architects. What are some factors that might have contributed to Joe’s effort “slacking off?”
2.Using Figure 6.7 (Performance Diagnosis Model), discuss which element(s) of the model seem(s) to be the source Joe’s poor performance lately. (When you make your analysis be low, support it with information from the text (e.g., Joe’s performance relates to a resource problem because . . . .).
a. Are there ability issues? If so, in what areas do the ability deficiencies lie (resources, training, or aptitude)?
b. Are there motivational issues? If so, in what areas do the ability deficiencies lie (expectations, incentives, or salience)?
3.What effect do you think equity plays in Joe’s dissatisfaction?
a. If equity is a problem from Joe’s perspective, in which part of the model does equity fall (Box A, B, C, D, E, F, or G)?
4. Joe’s coworker asked him about pursuing an architecture degree. As a manager, when you are trying to determine the causes of Joe’s slipping performance, does his lack of an architecture degree factor into your diagnosis based on Figure 6.7?
5. Based on the areas of the model in Figure 6.7 that you believe are the cause of Joe’s performance problems, what solutions do you propose for Joe?
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