Large discrepancies between a manager's and a subordinate's perceptions

QUESTION : Precisely what is the desired behaviour?

As we saw earlier under criteria a feedback, concrete criteria need to be established. What precise quality and quantity are expected? Such terms as soon, good, many, nice, fast, and acceptable mean little in discussion of performance. A person explains little by saying, "You
aren't getting the reports done fast enough, -and they aren't accurate." Compare the last communication with the following: "The last two reports were submitted one day after the expected completion date. Also, they both had incorrect accumulated discount figures." The second explanation provides a clear understanding of the problem.

However, it still does not indicate what the manager expects. Is half-a-day late acceptable? How may en-ors are acceptable? Be precise on the quality and quantity of the desired behaviour.

Managers sometimes feel that performance is not up to par, but they are not really sure why. A deeper analysis may indicate that the manager does not really know what he wants in this situation. It can be difficult to determine exactly what one expects, but it is necessary to analyze performance problems accurately.

QUESTION : Does the employees now what is expected?
How can a manager be sure?

As simple as it seems, lack of employee understanding is the problem that causes many perfonnance breakdowns. Do not assume. Ask employees what they believe is' expected of them. Do not settle for general terms. Large discrepancies between a manager's and a subordinate's perceptions may be revealed in a short exchange of expectations.

The importance of clear goals cannot be overemphasized. It does not take extensive research to substantiate the fact that goals are easier to meet when they are well defined and observable than when they are not. Employees cannot be expected to perform when they have knowledge of the goals or the reasoning behind them. Unclear goals can cause problems. For example, a fields sales force was given an urgent message.

Headquarters wrote letter to all the field people saying that product A was tremendously overstocked and that the finance charges on the inventory were creating a burden.

Management urged sales personnel to push this item. As a result, the sales staff took orders for all the items in three weeks. Unfortunately, they granted liberal discounts and ignored the other products, all factors that placed an even greater burden on the company. Management failed in relating goals to the salespeople clearly and completely.

If any first three questions results in a negative answer, further questions are not necessary. For instance, if the manager is not sure what is expected or cannot be sure the employee,) know, sh,e must establish clear expectations. This would require an analysis of the job and a meeting between the manager and employee to compare job expectations. Skilfully managed communication that results in an open and trusting environment is required for job expectations to be compared successfully.

Once everyone involved is dear on the expectations, performance should probably improve. If after a period' of time performance does not improve, it would be necessary to add the next question in the sequence to the performance analysis.