Question

Special Checking Is Handed a Loss

Sammy Benson supervised greater Downtown Bank's Special Check Sorting

Unit, which processed odd-sized, foreign, and damaged checks. Once the checks were

sent to his unit, they were manually interpreted, recorded, entered into the appropriate

account transactions, and filed for return.

Sammy supervised three check sorting clerks in his department. These jobs were

staffed by relatively untrained, entry-level individuals who had just graduated from high

school. During the summer, Greater Downtown Bank hired low-income, disadvantaged

young people for various jobs throughout the company as part of its Community Upbeat

campaign. To participate in this effort, representatives from the Human Resources

Department visited selected high schools to interview students. Since the students were

already prescreened by the school, the interviews were little more than "get-acquainted"

discussions. Last summer, Sammy's unit supplied one of the jobs in this effort.

Juanita Perez was hired in this context to work as a Special Checks clerk. She

was scheduled to begin working in June after graduating from the local vocational high

school, where she maintained a C average. This was her first full-time job.

When Juanita reported to the bank for a brief induction program, she was

scared. It was not only her first day on the job, but the first time she had ever been in

the bank. Nevertheless, she kept up her courage and reported to the Human Resources

Department as planned. After waiting in the lobby for a while, she was taken to a small

meeting room where she and two other new hires were shown how to fill out and sign

various forms and documents. Next, an administrative assistant read to the new hires a

series of personnel policies about work schedules, breaks, overtime, pay secrecy,

attendance, and benefits. She signed more forms, wondering what all this meant.

As the meeting drew to a close, Sammy Benson arrived after receiving a call from

Human Resources. He and Juanita were introduced for the first time. Sammy escorted

Juanita back to the Human Resources Department, showing her the bank's various

offices and other departments. He gave her a quick tour of his area, introducing her to

the other clerks as he went. Sammy was careful not to interrupt their work, however,

nor did he explain to Juanita what they were doing. It was obvious by the expressions

on their faces that the employees were surprised to see her.

After a quick tour and passing introductions, Sammy gave Juanita some basic

instructions in her job. He gave Juanita the job of processing foreign checks. He felt

this task was the easiest job to learn and do correctly. During her first day on the job,

Sammy spent about 15 minutes showing her the procedure: inspect, record, enter,

adjust, file. Since he had to prepare for a meeting later that day, that was all the time he

could spend with her. By the end of the first week, Juanita seemed to be getting the

hang of things: She came to work on time, stayed busy, and was fairly pleasant and easy

to get along with. Sammy intended to spend as much time as possible with her during

this period; however, because she seemed to catch on quickly and he was very busy, he

saw her only occasionally over the next few weeks.

Then, after about a month, Juanita called in sick one day. A replacement was

brought in, and as she looked through Juanita's desk for a notepad, she found what

appeared to be a large pile of unfiled checks. When Sammy looked through the pile, he

found that there were, in fact, quite a few unprocessed checks, some of which dated

from Juanita's first day on the job. As they were the more unusual kinds of checks the

department handled; Sammy assumed that she apparently had not known how to

process them. Unfortunately, the combined value of these checks totaled around

$65,000. The bank had lost the "float" value on them, and Sammy knew that customer

complaints would be coming in soon.

Sammy expected Juanita to come back to work the following day, and he wondered if he should write up a warning notice for her immediately.

Q1/ What could be done by Sammy to manage Juanita's poor performance problem? Suggest four (4) methods of how Sammy can provide Juanita with skills and knowledge to improve her performance. Provide suitable example to support your answer.

Q2/ Managers have the most significant impact on employee performance. Based on this statement, how would Sammy align the performance of his staff with the organizational goals? Propose four (4) work practices that Sammy can apply which lead to both high individual and high organizational performance. Provide suitable example to support your answer.

Answer 1

1)methods of how Sammy can provide Juanita with skills and knowledge to improve her performance

1. assessment of the current knowledge and abilities of employees and match it with job description(what are skills and knowledge demanding this post) it says whether or not employee posses ability to perform effectively in the job.

2. Sammy Benson can provide more assignment, case studies and homework to practices with the task,activities,decision making before posting to the regular work

3. As Juanita Perez is just graduated and first time in work definitely she she need on the job training ,but supervisor Sammy Benson not at all interested others while in duty and causing interruption so had better to conduct a vestibule training takes place away from the counter or job place but uses all the equipments, forms,materials that resembles of processing foreign checks which one the jod for the first time given to her.

4. Close supervision:during the probation period supervisor can manage Typical supervisory functions include planning and allocating work, making decisions for Juanita Perez , monitoring performance regularly and compliance, providing leadership and encourage them to participate in teamwork, and ensuring workforce involvement.

2)how would Sammy align the performance of his staff with the organizational

• Apply Cascading Goals( own goals within the company framework)

Cascading goals is the framework in which highest or executive level, strategic goals are set at the top level, and then those goals flow down to next levels throughout the rest of the organization .it would guide individuals to set team and individual-level goals. Cascading Goals practice ensures that every person is working towards one common goal after prioritization.it prevent people away from putting time and effort into task that leads to overall objectives.clarifies the purpose. As a supervisor Sammy Benson make sure every person is working towards one common goal.

Example:

1. increase revenue is the company objective (set at top level)

2. that objective divide for 3 divisions say US,UK and ASIA PACIFIC AREA

3. each divisional area developed their own task for achieving the task

4. the goal is achieved through aligning employee efforts with organisational whole goal

• Communicate the company’s vision persistently.

Vision provide sense of purpose and direction for the business.Without a unified vision and direction, workforce will never move in the same direction.

The company needs to be explicitly clear on defining who it is as a company, a reason for being in existence and a road map to move forward. It is actually the basis for everything else do. A visionary leader like Sammy Benson relentlessly communicate vision with employees.

Example:vision of apple still guide its employees towards its long term goal.their vision is based on providing best user experience through innovative hardware and software.in this decades also apple characterised by its innovative practice.it is their competitive advantage over its rivals.

·

• follow transparent corporate culture

If you want to maintain an engaged workforce, organizational transparency is a must, Transparency builds trust, and makes employees feel that they’re working for a company with higher ethical standards. In a transparent culture employees will be more engaged and committed to the work and goals.

• Conduct training that align individual and business goal:

Plan in advance what can be supported by training. Do employees have the necessary skills (or not), knowledge, and abilities to carry out job? If they don’t, what’s gap? Training should resolve these issues.

Example: Training Needs Analysis (TNA) ensure that the goal of the training is aligned with your business goals.in the TNA company’s workforce needs are identified and articulated.

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