Firm have different ways of evaluating the performance of their employees. In the business world of today, there are different forms of evaluating performance. In this write up, we are going to discuss a performance evaluation system for frontline employees such as the sales representative and customer service representative of a jewelry retail store. Companies are more interested in evaluating the work performance of their employee in order to gain either cost advantage or product differentiation.
However, under this scenario it is more likely that the jewelry retail store is more interested in gaining cost advantage. Here I have created three evaluation structures for the forefront employees, which include Competence, Motivation and Work-Related Attitudes. Competence: This is the extent to which an employee like the sales representative posses the information, skills and abilities their work requires. Here the company can evaluate the performance of these employees by the level of skills and abilities their job entails.
The frontline employee job performance can be measured by their competence in carrying out their jobs requirement and in addition to the information that each employee posses in carrying out their job obligations. Motivation: This refers to that level where employees are willing to exert the
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Work-Related Attitudes: This refers to the extent to which employees are satisfied with their jobs, committed to their employer and act as good organizational employees. When employees enjoy their work it could mean that they believe that the pay they receive is fair, commitment refers to identifying with their work and are loyal to it and good organizational employee means involving in behaviors that help the jewelry store achieve its goals. These behaviors are not usually specified in the work descriptions.
These frontline employees engage in these behaviors because they just want to or enjoy it. In conclusion, the three structures mentioned above, relate to the frontline employees of the jewelry retail store. This could be used to evaluate their jobs performance. Reference: Huselid, M. A. , Jackson, S. E. , and Schuler, R. S. , (1997). Technical and strategic human resource management effectiveness as determinants of firm performance. Academy of Management Journal, 40 (1), 171-188.