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Measuring the Key Performance Behaviors Term Paper

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Updated: Aug 20th, 2019

Retail sales associate

This position entails general sales roles and book keeping of sales records. Besides, the position demands flexibility since the occupant is expected to be an all rounder in performance of general sales duties. The individual must possess strong concentration level which will determine his or her actual and expected outcome.

The concentration level must remain active in developing dependence of interest attached to different sales activities and creating proactive relationships with fellow team mates. The individual must be self motivated. Thus, the job description is summarised below.

Job Description

Retail sales associate roles:

  • Promoting and marketing of the company’s products
  • Planning and organizing sales drives in different regions
  • Setting personal targets within the company’s targets
  • Planning of the sales strategies and monitoring progress of the previous plans
  • Registering and receiving bi-monthly sales reports
  • Collecting products that are defective from customers within a defined region
  • Answer questions about the products
  • Being the company’s brand ambassador to new clients

Job Requirements:

  • University degree in sales and marketing
  • Language skills: Fluent in English and the local language
  • Two years experience in senior management position
  • Proficient with the latest sales and marketing applications

Organization behavior modification plan

In order to successfully create an organization behavior modification plan, it is imperative to review the good reputation, concentrate on the ‘right stuff’ and defining the ‘stuff’. Under defining ‘stuff’ module, it is important to balance the performance of the employees with effort they place in the technical elements of sales activities.

In the concentration on the right stuff, the bottom line should revolve around values of the organization that would restore the critical tasks which define success (Albert 2004). Under reputation building, the plan should review the problem solving skills that motivate and create invaluable assets out of employees. This is summarized on the below diagram.

Organization behavior modification

(Source: Self generated)

Measuring the key performance behaviors

Employee response

The HRM department may use the employee response rate to the changes proposed in order to measure their perception against company goals (Albert 2004). Through employee response, it is possible to focus on future performance of the company.

Product performance

It is possible to measure success of the proposed change through reviewing the performance of the product in the market. Reflectively, when product sales increase more than previously at a constant rate, it is in order to declare the proposed changes as successful (Adrian 2004).

Informing the employees of the new standards

Live meetings

In earlier centuries, communication model was depicted as a linear process in which one person directly conveyed message to another person. In the twenty first century, communication models are interactions of transaction processes where both sender and receiver have an influence on each other as they interact within the realms of organizational cultural context.

Thus, the HRM may organize live meeting to inform the employees of the new performance standards. The delivery method for communicating the change message will be face to face meeting since the message requires proactive participation among the employees (Adrian 2004). The success measurement parameters for the communication plan include sales manager’s ability to convince the stakeholders to unanimously favor of the change.

Organization notice board or website

Despite communication being rated as a high corporate strategy, actionable planning of communication method is of essence to create solution oriented task and strategy implementation secession. Thus, the HRM department may communicate the changes in the company’s notice board or website for the employees to view them at their own time (Albert 2004).

Plan for providing feedback

360 degree feedback

Basically, the 360 degree feedback system management system may influence positive or negative perception among employees. Thus, in reviewing performance based on feedback received, the human resource management team at the company should handle any voluntary information with care to boost trust and confidentiality of the employees who form the pinnacle of organizational behavior.

Therefore, it is critical to balance the feedback with the efficiency goals as a remedy towards inclusiveness and active participation which translates into desirable performance.

Through the 360 degree feedback, commonly referred to as the multi source assessment, the HRM personnel will be in a position to manage the behavior feedback channels when appraising performance to ensure that the employees fully support the appraisals. Basically, the 360 degree feedback is critical in facilitating improvement of performance of employees.

When properly implemented, the 360 degree feedback will substantially improve staff productivity, decrease grievances, increase retention and standardize performance measurement and evaluation. The evaluation can be done after every two months (Albert 2004).

Focus performance management

Through focus performance management, the HRM personnel will be in a position to create clear goals on performance appraisal, manage a positive feedback channel, and offer a continuous and systematic coaching to ensure that employees perform at optimal productivity level.

Thus, the best way to motivate the employees is by giving them responsibilities for achieving something and the authority to do it in their own way (Adrian 2004). Through this approach, employees will be empowered and they will feel trusted and valued by the management personnel and the company. The feedback can be provided after every two months.

Re-enforcing positive employee behavior

Strategy Goal setting Feedback Channel Exception Criteria Evaluation Criteria
Empowering employees to participate more in the sales process Setting attainable assignments and allowing employees to consult on the same Creating interactive sessions for the workforce Establishing the organization culture and ethics Review of performance periodically after every stage of training
Creating more motivational programs involving team work activities Fixing motivational programs in annual calendar Performance comparison between teams Defining limits for responsive training Testing team spirit and insight

Benefits of the organizational OBM

Organization behavior forms the foundation of the company’s productivity. Through organizational behavior, a company understands how its employees behave in different conditions. In this way the organization can effectively predict behavior of its employees in the future if it implements the OBM proposal.

Secondly, the company can control and develop significant human behaviors at work that finally contribute to the overall production of the organization. Lastly, ability to effectively measure productivity of the employees is vital because it is way of understanding various complexities experienced in interpersonal relations at work. The company is in a position to examine dynamics of organizational, groups and individuals relationships within the work environment when OBM is properly implemented (Albert 2004).

Essence of aligning pay to performance

Aligning pay to performance is necessary to quantity individual performance within a group. This will motive employees who work harder than their counterparts to perform optimally (Aamir 2008). Besides, aligning pay to performance may facilitate rewards strategies such promotion and employee redundancy in the long run. Employees who are more will be an indicator of better performance.


Aamir, C. (2008). Impact of job involvement on ‘In-Role performance’ and organizational citizenship behavior. Journal of behavior and applied management, 9(2), 3-8

Adrian, F. (2004). The future (and past) of work psychology and organizational behavior: A personal View. Management Revue, 15(4), 7-10.

Albert, M. (2004). New directions in organizational behavior. Management Review, 15(4), 12- 20.

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