Case study of performance management techniques: voices of managers and employees
Date
2016
Authors
Colorosa, Sara R., author
Makela, Carole J., advisor
Gloeckner, Gene, committee member
Dixon, Pamela, committee member
Grandin, Temple, committee member
Journal Title
Journal ISSN
Volume Title
Abstract
This study used a case study design to identify performance management techniques that are useful when managing a diverse workplace, specifically when working with adults on the Autism Spectrum (AS). The case study provided employees and managers the opportunity to share their experiences and the information gained was used to inform others who seek career options that align with their skills, abilities, and interests. A historical literature review about the Autism Spectrum was conducted to identify what additional information is needed about the implications for having those on the AS in the workplace. In the literature, authors state that managers should familiarize themselves with how employees on the AS think, as well as their behaviors, communication styles, and overall needs so that they can be supported. The literature review exhibited how the frequency of children being identified on the AS is changing. The AS styles of learning were explored and the primary preferred styles of learning were identified to help inform managers who may be working with employees on the Spectrum. In the field of Human Resource Development (HRD), performance management is used to address learning and overall employee performance. The literature review included three models to inform the purpose and foundation of this study. These models demonstrate how employees directly impact organizational performance and success. Managers should identify employee performance problems and solutions as related to job design, rewards, expectations, and links to organizational goals. This can be accomplished through a performance management technique known as feedback. Feedback can be provided through formal evaluations and appraisals and day-to-day interactions. Through the use of feedback, managers and employees can ensure that their expectations are in sync and identify training needs. It is critical that managers provide specific feedback about employee job expectations and performance outcomes so employees can learn and clearly understand what is being communicated. Additionally, as the literature states, managers should be aware of their employees’ diverse communication and learning styles to ensure information is shared appropriately. A case study analyzed Blue Star Recyclers (BSR), a company that recycles electronics while providing employment for individuals with disabilities (including Autism) while investigating performance management techniques useful when managing a diverse workplace. Interviews, observations, and documents were reviewed to gain insight into BSR management practices and how they affect BSR Management and Techs (employees). Structured and semi-structured interviews were conducted with Managers (n = 6) and Techs (n = 4). Interview responses were transcribed and participants were allowed the opportunity to review them and provide feedback. Observational data were collected about the interactions between the Techs and Management to determine how they communicated with each other, as well as behaviors of their employees, and workplace environment. Documents were reviewed to gain information about business practices related to the employee application process, job descriptions, business models, and historical information about BSR. Using a thematic analysis, interviews, observations, and documents were studied in Nvivo for recruiting, on-boarding (first day orientation), communication, feedback, nature of work, performance standards, and success as related to the research questions. The findings were derived from the Managers’ focus on goals and metrics established by the organization, not on behaviors of the Techs. These goals and metrics are established to ensure job creation, organizational success, employee retention, and management of employee performance. BSR uses nontraditional interviews, such as tours, to assess and match the skills of individuals to a job. When working with individuals with diverse styles of learning, BSR knows that they must train Techs over a longer period of time, up to thirty days. BSR monitors performance through daily goals that may indicate performance issues of individual Techs and the need for additional assistance. Managers and Techs both stated they have fun at BSR, while focusing on organizational and individual goals. BSR has created an environment that empowers individuals at all levels to be successful and perform to their strengths, thus meeting the mission of the organization.