Improving Productivity By Better Management of Day-to-day Job Performance
Authors: Burke Ronald J. 
Published: March 2010

Generally speaking, organizations monitor the effectiveness of performance through semi-annual or annual reviews. This article presents an argument in favour of day-to-day feedback both for improving productivity as well as motivating staff. Such interactions have been shown to be superior to the appraisal interview approach in that they provide a more effective, meaningful and informative approach to the interview itself. By providing the complete and prompt feedback, selling goals and personally rewarding good work, the manager assists subordinates in identifying expectations as well as the ways to accomplish the goals and obtain the rewards. Successful achievement of goals requires interest, ability and aptitude on the part of the manager on an on-going as well as on an annual basis.

Introduction

The author has been involved over the past ten years in a program of research examining characteristics of effective performance review interviews. Most large organizations have personnel policies requiring managers to appraise job performance and contributions of their staff on semi-annual or annual bases. Such interviews are difficult to conduct. Most firms have mixed success in achieving a constructive dialogue between manager and staff, and both appraiser and appraiser enter the interview with trepidation. The author's research, and that of others, has identified characteristics of effective performance review interviews (Burke, Weitzel & Weir, 1980; Lathan & Wexler, 1981). These studies indicate that particular activities enacted during the interview by supervisors (and subordinates) are more likely to be associated with a mutually helpful interaction. These activities can be acquired through skill development sessions (Kellogg, 1967). However, con- sideration of the semi-annual or annual performance review interview which ignores the day-to-day interactions between supervisor and staff is of limited effectiveness. In fact, managers can have greater impact on their staff's performance and contributions through their daily interactions with their staff. In addition, these daily interactions will result in a more effective and easier way to conduct annual appraisal interviews.

Some Examples Of the Problem

Fred Emery, a distinguished colleague from Australia, described some projects in which he was involved. Over the past decade, Australian citizens have developed a preference for purchasing goods made elsewhere rather than those made domestically. One reason for this was their belief that Australian products were of poorer quality. In addition, the quality of services provided by nurses, salesclerks and government officials were seen as deteriorating during the same time period. All of this was aggravated by England's decision to join the European Common Market, of which Australia was not a member. This weakened Commonwealth ties, did away with preferential treatment for Commonwealth members and increased competitive pressures on Australia. These factors made goods and services less competitive, arousing concern both in government and in the manufacturing and production sectors. Several research projects were carried out to help understand this situation and offer recommendations. · In one, a team of social scientists undertook a study of a large number of employees at all levels from a wide range of occupations and organizations.