Importance of Employee Expectations

This document discusses the importance of setting performance expectations for employees. It highlights the benefits of clarity, communication, and motivation that come with setting expectations. The document also provides insights into the process that managers follow when setting employee performance expectations.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student:
Name of the University:
Author Note:

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Table of Contents
Part A.........................................................................................................................................2
1. Benefits of Setting Performance Expectations for Both the Managers and the Employees. .2
2. Description of the Process that Managers Follow when Setting Employee Performance
Expectations...............................................................................................................................3
Part B..........................................................................................................................................4
1. Two Areas Where John Can Improve....................................................................................4
3. Description of the Evaluation of John’s Progress for Each Step...........................................5
4. Description of Specific Outcomes Demonstrating John’s Success in Each Improvement
Areas..........................................................................................................................................6
5. Description of Consequence John Face for Noncompliance in Each Steps Identified for
Improvement..............................................................................................................................6
6. i. Acknowledging Progress Made During Performance Management Plan..........................7
ii. Concluding the Performance Management Plan....................................................................7
References:.................................................................................................................................8

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A1. Importance of Employee Expectations Competent
The benefits of setting the performance expectations with the employees provide a
better clarity to both manager and the employees (Kehoe and Wright 2013). It also leads to
the establishment of base for measuring the future performance. It also helps in enhancing the
communication.
It has been found that lack of clarity in the performance expectations as contributing
factor in determining the unhappiness or unhappiness of an employee at work. Setting
performance expectations influences the sense of participation of the employees for particular
venture along with triggering the feelings of motivation, engagement and teamwork
(Mowday, Porter and Steers 2013). The critical components of performance expectations
would include a strategy for communication, strategic planning process, goal setting,
feedback, evaluation and accountability and the organizational support communicated
through communication and executive planning, managerial accountability and responsibility.
Communication begins with the process of strategic planning of the executive leaders
where they communicate the goals and the plans to the organization thereby leading to the
development of the organizations where all the components are not only connected but pulled
in similar direction. The manager should communicate the expectations thereby expecting a
team performance and the expected outcomes for aligning each of the area of organizations
with the overall vision and mission. Besides, the manager should define organizational
culture of the team within company. Further, it is necessary for the employees to understand
why a team has been created and the level of outcome expected by the team.
However, performance expectation is communicated through the process of
Performance Development Planning (PDP) that helps in translating the high level goals into

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outcomes required for maintaining the job of every employee within company. Nevertheless,
after the quarterly PDP meeting the employees would have a clear knowledge regarding their
contribution.
A2. Process of Setting Employee Expectations Competent
The manager is required to maintain the required contact with critical steps of the
performance plan of the employees through weekly coaching and meetings (Mone and
London 2018). This step helps in ensuring that the employees remain accountable for
accomplishment of their jobs. The manager should therefore follow the same process with
each of the team establishes in order to maintaining similar interconnectedness and at the
same time understanding the expectations of the clear performance.
The managers should therefore undertake the following processes while setting the
performance expectations of the employees. Firstly, it is very necessary for the managers to
portray constancy of the purpose while supporting the teams as well as the individuals with
resources of time, money and people that enables them in accomplishing the goals (Giacalone
and Rosenfeld 2013). When the manager is able to provide the required resources for success
then they ensures development of the teamwork and the best chance of the team to succeed.
Sometimes, it has observed that this requires reshuffling of the resources or renegotiation of
the goals. Nevertheless, visual application of the resources puts forward a strong message for
support. Secondly, the managers must ensure that the work of the team receive enough
emphasis as priority in terms of discussion, attention, time and interest and directs the ways
of the executive leaders. This is necessary as the employees remain observant and requires
knowing that they are being cared. Thirdly, managers should undertake the recognition and
reward system for accomplishment of the performance expectations of the employees
(Decramer, Smolders and Vanderstraeten 2013). This is necessary since, accomplishment of

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the performance expectations deserves both the private compensation and public recognition.
This also helps in communicating actions and behaviours that an organization expects from
the employees.
B1. Areas of Improvement Competent
The two areas where John can improve are as follows:
1. John Miller can improve himself in the demonstration of stronger written and the
verbal skills for communication
2. John Miller can also improve his ability of multi tasking and working under
pressure.
B2. Steps for the Areas of Improvement Component
The steps that John Miller needs to take:
For demonstrating stronger written skills are as follows:
 He should address or express anything in shorter paragraphs by limiting the
paragraphs to maximum three sentences.
 He should not only be clear but at the same time concise
 He should also look for any potential misunderstanding and put forward a completed
response.
For demonstrating stronger communication skills are as follows:
 He should try to be more friendly
 He should not only be clear but also think before he speaks
 He should not talk too much and always represent his authentic self.

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The steps that John Miller needs to take:
For improving multi tasking abilities are as follows:
 He should establish his goals
 He should be able to identify whether multitasking is necessary for the task at hand
 He should set time for complicated tasks
For improving his abilities for working under pressure are as follows:
 He should be able to develop prioritization strategy
 He should also learn to focus on present rather than future
 He should also learn to avoid procrastination
B3. Evaluation of John’s Progress for Each Step
The evaluation of John’s progress for each step is carried out by adopting the following steps:
 By being specific and exactly considering what John Miller went through in achieving
them
 By assigning deadlines while being realistic and assigning deadlines
 By focusing on the evaluation of the performance and not the personality
 By listening to what John Miller has to say regarding each of the steps undertaken.
B4. Specific Outcomes Demonstrating John’s Success in Each Improvement Areas
The actions and behaviour that would allow John Miller to improve himself in the
demonstration of the stronger written and communication skills included active listening,
portrayal of empathy, friendliness, open-mindedness consciousness and clarity. It also
included respectfulness and non verbal communication which included maintaining eye
contact, voice tone and the body language.

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It is however crucial in communicating effectively for ensuring that John Miller
achieves his goal as the account payable manager. Communication is vital for the business as
effective verbal and written communication skills would help in fostering a better work
relationship amongst the staff that leads to the improvement in the efficiency and morale of
team building. In other words, when teams communicate effectively then there is free flow of
information. Besides it also enhances the customer satisfaction and enhances productivity.
The actions and behaviour that would allow John Miller in improving his ability of
multitasking includes possession of positive attitude, creation of plan, ensuring effective
management, by focusing on the task at the hand and ensure completion of certain task with
each passing day.
In addition, the actions and behaviours that allows John Miller to work under the
pressure includes the creation of the prioritization strategy, ensure enhanced focus on present,
by avoiding procrastination and focusing on the present. It is also necessary to change the
thought process regarding work pressure.
5. Description of Consequence John Face for Noncompliance in Each Steps Identified
for Improvement
The consequence that John would face for non compliance in being able to express or
address anything for improving the written communication skills would not allow him in
mastering the skills of written communication. Non compliance with clarity and conciseness
will prevent John from effective written communication that would not only lead to
misunderstandings and prevent the communication from running peacefully and smoothly. It
is to be noted that great deal of clarity should be maintained in the absence of which there can
be greater damage caused. In regard to this it can be said that as leader of the organization, it
is vital for John to ensure the necessity for clarity in communication. This is so because once

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the information is shared it is the responsibility of both the receiver and the sender. The
individual delivering message should have the responsibility of clarifying whatever they are
saying. In addition to this the individual at the receiving end of the message hold the
responsibility of asking question and get things clarified. Thus, Non compliance would not let
John in looking forward to clarifying potential misunderstanding and would never lead to the
resolution of confusion and improve communication.
On the other hand, for demonstrating stronger communication skills, non compliance
in being friendly would not help John in developing healthy relationship with the people and
this might give rise to conflict and problems. Besides, non compliance in lack of clarity and
thought process will never let John to ensure clarity of speech and clear communication of
the goals. Further, non compliance in talking spontaneously and holding accountability would
prevent John from fostering a better relationship with the other members that will act as an
hindrance in the improvement of efficiency and morale.
B6. i Acknowledging Progress Made During Performance Management Plan
Progress made during the performance management plan involved identifying the
underlying issues and thereby setting clear objectives. It also led to the involvement of the
employees and ensured their retention by providing proper support and training.
ii. Concluding the Performance Management Plan
The Performance Management Plan concludes with considering the Personal
Improvement Plan (PIPs)(4). An unsuccessful outcome occurs when the employee is unable
to improve in spite of providing coaching and one to one guidance. Here, the wise decision
seems in ending the work relationship. However, a successful outcome takes place when the

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employee is able to raise the performance rating through meeting requirements of the
personal improvement plan.

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References:
Decramer, A., Smolders, C. and Vanderstraeten, A., 2013. Employee performance
management culture and system features in higher education: relationship with employee
performance management satisfaction. The International Journal of Human Resource
Management, 24(2), pp.352-371.
Giacalone, R.A. and Rosenfeld, P., 2013. Impression management in the organization.
Psychology Press.
Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource
practices on employees’ attitudes and behaviors. Journal of management, 39(2), pp.366-391.
Mone, E.M. and London, M., 2018. Employee engagement through effective performance
management: A practical guide for managers. Routledge.
Mowday, R.T., Porter, L.W. and Steers, R.M., 2013. Employee—organization linkages: The
psychology of commitment, absenteeism, and turnover. Academic press.