Performance Management Case Study 2022

Running Head: PERFORMANCE MANAGEMENT
Performance Management
Name of Student
Name of University
Author’s Note:

1
PERFORMANCE MANAGEMENT
Table of Contents
Case Study 4................................................................................................................................3
a) Task:..................................................................................................................................3
b) Contextual:........................................................................................................................3
c) Counterproductive:............................................................................................................3
d) Adaptive:...........................................................................................................................4
Case Study 5................................................................................................................................4
Accountabilities:......................................................................................................................4
Objectives:...............................................................................................................................4
Standards:................................................................................................................................5
References:..............................................................................................................................6

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PERFORMANCE MANAGEMENT
Case Study 4
a) Task:
Key Performance Indicators (KPI) for a District Sales Manager of Pharma Co. in terms of the
tasks to be performed, would include sales volume by location, flow of leads, competitor pricing,
existing customer engagement and retention, acquisition rates of physicians and medical
professionals, customer satisfaction, success rate of executed business plan (April, 2019). The
overall rate of sales against the projected target is also indicative of a manager’s performance in
the task of business.
b) Contextual:
The contextual KPIs of a sales manager of Pharma Co. depends on the context that is being
referred. From the context of employees it may be employee satisfaction and feedback. From the
context of suppliers, it may be demand rates and negotiable price rates of supplies. From the
context of shareholders it can be the rates of profit generated that determines the dividend per
share
c) Counterproductive:
Counter productivity in a business is a common risk, which is caused when certain factors lead to
the loss of business objectives. The KPIs that determine productivity are similar to the ones that
measure productivity such as sales volume and customer engagement and retention. One of the
prime causes of counter productivity is employee dissatisfaction (Tyson, 2016), which is
measured by employee satisfaction and feedback.