Now that we have completed the introductory period of employment and completed all necessary training regarding our product line with the sales team for InterClean, careful consideration needs to be put into place regarding the evaluation of performance and career methods. According to Cascio (1996) Performance Management requires the willingness and a commitment to focus on improving performance at the level of the individual or team every day. With that in mind we want to focus on an evaluation method that would result in timely feedback regarding performance while continuing to focus on the sales goals of the company.
The management team reviewed the Behavior anchored rating skills or (BARS) that was developed by Smith and Kendall, (1963), which utilizes a behavioral expectation scale that relies on critical incidents to serve as anchor statements for performance reviews. Another performance method that was reviewed was the Behavioral Observation Scale (BOS) developed by Latham and Associates as another approach to performance evaluation, Latham (1979). The BOS was developed in the hope that it would yield more objective ratings than similar rating scales. Years of research by Landy and Farr (1980) concluded that the format of a rating scale had minimal effects on the quality of a performance appraisal system.
Because of the above mentioned, InterClean’s management and leadership has concluded that our development process needs to be flexible and continuous, linking an individual’s development goals of the job and the organization. Management development programs give you the opportunity to develop a broad base of skills and knowledge that can be applied to many jobs throughout our employee’s careers. Our overarching goal is a comprehensive program for our sales team to develop the necessary core competencies to become an extraordinary team. We feel that along with performance management tools and expanding core competencies, this will...