Paychex Inc. should monitor the performance of its account executives and other staff using a results-based methodology. An accounts executive's job responsibilities fulfill the criteria that promote a results-oriented strategy over a behavior-oriented approach. It is critical to connect the features of an outcomes performance assessment technique with the job description of accounts executives in order to explain the justification for utilizing it.
There is a link between behaviors and outcomes (Aguinis, 2013): A successful accounts executive must have some behavioral characteristics that allow them to work well with clients. Employees at Paychex Inc. meet different clients from different places and they should skills such as emotional intelligence and many others to deal with them in order to retain them. (Bakker & Demerouti, 2016). The behavioral skills of an employee, therefore, reflect their potential performance on the job.
Results indicate an improvement over time: As the accounts executive gains experience in the market, they are likely to find innovative ways to meet the demands of their work; hence improving their performance.
They must possess skills in the necessary behaviors: Some of the job responsibilities that require an account executive to have specific behavioral skills include establishing clients on a host processing system, provide support to clients during the initial few payrolls, being the primary contact to clients, and being continually updated about major market service systems, software changes, and trends.
Answer to question 2
Results approach to measuring performance is most appropriate when
Workers are skilled in necessary behaviors√
Behaviors and results are obviously related√
Results show consistent improvement over time√
There are many ways to the job
A bottom line approach to measuring performance is desirable because an account executive without the skills in the necessary behaviors to perform needs analysis for clients, create host processing systems, be the lead contact for clients, and provide support to clients during payroll will not post good results (Aguinis, 2009). Paychex Inc. should, therefore, use monetary compensation to reward accounts executives who post the best results at the end of every evaluation period. Top pay for best performance will motivate them to keep working smarter for better results (Bates, Mirza, & Fox, 2003).
References
Aguinis, H. (2009). Performance management. Upper Saddle River, NJ: Pearson Prentice Hall.
Aguinis, H. (2013). Performance Management: Pearson New International Edition. Pearson Higher Ed.
Bakker, A. B., & Demerouti, E. (2016). Job Demands–Resources Theory: Taking Stock and Looking Forward.
Bates, S., Mirza, P., & Fox, A. (2003). Top pay for best performance. HR Magazine, 48(1), 30-38.
