Question:

when you observe that working hard is not the same as performing well. This raises what I believe to be a crucial point in people management – a manager does, in my view, have to set out to manage what people do, or alternatively what people achieve. If you choose the former route, then working hard is a valid measure by which to judge employee performance. If however you choose the latter, that doesn’t really matter very much. In that case, you may have people working hard and achieving little, and other people working at three-quarters capacity and achieving a lot. As a manager who values what people achieve, the second staff member is more valuable than the first, despite not really giving 100% effort. Either approach to management can be justified (though I personally prefer the second), but the critical issues are (1) as a manager, you do need to recognise which approach you are taking; and (2) I don’t think you can actually hope to manage both effort and outcome.

Solution:

As a manager, addressing all issues underlying people management is a crucial practice. Irrespective of the sort of organization practice, all made up of people as a critical element to their success or failure. It is the role of people in an organization to formulate strategies and approaches suitable for achievement of their set goals and objectives. Owing to the rapid nature of change in the business due to the contemporary economy and global competitiveness, there is a need for organizations to formulate fundamental thinking on their approach to managing people. In light of this, as a manager, one must make a decision on whether to manage people’s activities or their achievements in the particular organization. Nevertheless, as Dries (2013) demonstrated,….Please click the paypal icon below to buy this solution at only $5