Motivating and encouraging employees are some of the responsibilities of a manager to increase their performance. However, I strongly disagree that basing their salaries on their rates of production and sales would the most effective method.
To begin with, the performance in many cases cannot simply be quantified in terms of sales or production. A teacher’s job, for example, is to teach classes, access homework and provide students with feedback, none of which involves producing or selling any goods. In this case, it is the performance of her students and their levels of satisfaction with aspects of her performance, such as rapport or punctuality that decide how successful he has been.
Furthermore, the performance of many workers is greatly affected by external factors beyond their control. The state of the economy, unexpected political developments and extreme weather conditions can all have significant impacts on how much a worker can sell or produce. A hurricane, for instance, can easily devastate a farm and all its produce without its workers being responsible for any of the damages. Basing wages on sales or production rates would actually does not motivate workers in such cases.
Moreover, some may argue that it is difficult to access anything other than a worker’s output, making any other form of appraisal less effective. Although, managers these days have tools such as questionnaires and customer relations management platforms that allow them to form a relatively clear picture of a worker’s overall performance.
In conclusion, I think deciding how much an employee should earn based solely on their sales and production figures would both impossible and unfair in most, if not all, cases. Instead, employers should look at a more diverse set of performance indicators including customer satisfaction and punctuality.
Motivating and encouraging employees are
some of the
responsibilities of a manager to increase their
performance
.
However
, I
strongly
disagree that basing their salaries on their rates of
production
and
sales
would the most effective method.
To
begin
with, the
performance
in
many
cases cannot
simply
be quantified
in terms of
sales
or
production
. A teacher’s job,
for example
, is to teach classes, access homework and provide students with feedback, none of which involves producing or selling any
goods
.
In this case
, it is the
performance
of her students and their levels of satisfaction with aspects of her
performance
, such as rapport or punctuality that decide how successful he has been.
Furthermore
, the
performance
of
many
workers
is
greatly
affected
by external factors beyond their control. The state of the economy, unexpected political developments and extreme weather conditions can all have significant impacts on how much a
worker
can sell or produce. A hurricane,
for instance
, can
easily
devastate a farm and all its produce without its
workers
being responsible for any of the damages. Basing wages on
sales
or
production
rates would actually
does
not motivate
workers
in such cases.
Moreover
,
some
may argue that it is difficult to access anything other than a
worker’s
output, making any other form of appraisal less effective. Although, managers these days have tools such as questionnaires and customer relations management platforms that
allow
them to form a
relatively
clear
picture of a
worker’s
overall
performance.
In conclusion
, I
think
deciding how much an employee should earn based
solely
on their
sales
and
production
figures would both impossible and unfair in most, if not all, cases.
Instead
, employers should look at a more diverse set of
performance
indicators including customer satisfaction and punctuality.