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Unformatted text preview: al hierarchy, it becomes
more difficult to find objective indicators of performance. Thus, it is often hard to
find quantifiable evidence of a manager’s success or failure. When objective indicators of performance do exist, they are often contaminated by situational factors. For
example, it might be very difficult to compare the dollar sales of a snowmobile salesperson whose territory covers British Columbia with one whose territory is Nova
Scotia. Also, while dollar sales might be a good indicator of current sales performance, it says little about a person’s capacity for promotion to district sales manager.
Because of the difficulties that objective performance indicators present, organizations must often rely on subjective measures of effectiveness, usually provided by
managers. However, the manager is confronted by a number of perceptual roadblocks. He or she might not be in a position to observe many instances of effective
and ineffective performance. This is especially likely when the employee’s job activities cannot be monitored directly. For example, a police sergeant cannot ride around
in six squad...
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This document was uploaded on 03/27/2014.
- Spring '14