Lj Hooker

Now let’s take a look at the PM cycle, the framework I present here highlights a set of standard dimensions to help managers to improve a better P as the PMC is the essential tool to achieve a successful business outcome.

First component of this proposal is to ensure that that all leaders in different managerial levels are capable of presenting their duties and responsibilities to the company and the employees. It is also important to ensure a high involvement of staff members in each element of reviewing P, coz this will allow greater engagement and acceptance of the final performance review.

Monitoring

A key element of an effective PM system is the extent to which ongoing monitoring is built into the process.

Monitoring should in conjunction with stakeholders, determine the most effective ways for managers to monitor staff P. It is suggested that the franchise owner of your institute, Lenny needs to determine the organisation’s policies and process for managing underperforming employees, and provide his sales manager with a detailed business value position from master franchise. By doing this, the sales manager, Kevin can get clear job tasks and than he can track employee P and monitor his subordinates’ P and continue to provide timely feedback and encouragement.

Informal feedback

P review involves establishing and agreeing on P standards, comparing P against these standards and taking appropriate action. The review process can range from informal discussions between an employee and their supervisor, to a more structured and documented system. An informal approach may be where you regularly meet with an employee to give and receive feedback, provide advice and guidance, agree on priorities, and discuss day-to-day issues.

As your franchise exist the problem of inadequate intrinsic recognition and lack of mgt support, I suggest that the line manager, Kevin needs to encourage informal discussions participation among individual levels to motivate...