Introduction Case Study 7.1
If Timmson decides to retain Mahoney as a sale manager, the first step in the induction process should be to complement his employee on the aspects that they have gotten right. This may be as simple as opening the shop consistently every day at the same time. Note that Mahoney needs an on-the-job training because he feels that the hands-off management style that Timmson has towards his business does not work. In case Timmson resorts to this solution; induction/on job Training, he shall probably face the following challenges.
Challenges in training
First and foremost, he shall have problems communicating with his employee. Based on the case study, it is clear that both Timmson and Mahoney are frustrated at each other and while the former expresses it in terms ranting, the latter chooses to keep his reservations to himself. Secondly, Mahoney already has made conclusions concerning his boss’s commitment to the business, clearly based on wrongful assumptions. Based on this premise, it is thus evident that Timmson shall have a very hard time trying to convince his employee otherwise. Finally the two are yet to develop a working relationship henceforth future friction between them is indeed unavoidable which would further strain their relations with one another if not tactfully dealt with.
Methods of training and influencing behavior
Based on this specific case, there are four main methods of increasing and decreasing employee behavior; communication, induction, motivation and supervision. Communication is a key determiner in shaping employee behavior and as a result a line of communication between the employer and their employee should be established early in the relationship; ideal during the recruitment process. Induction basically refers to on the job training which familiarizes a new employee with the operational practices of their new work station. Motivation always encourages employees to give their A game all the time.
Finally, a bulk of any manager’s job description involves supervision and following up until they feel that their employee is well equipped to do the job at hand. As a matter of fact a combination of these four strategies would rehabilitate Mahoney within three months. It must also be mentioned that the four aforementioned strategies shall also double up as best practicable techniques for Timmson to increase Mahoney’s KSAs. The idea is to gradually hand over the management of the store to Mahoney as both feel confident in his capability to get the job done with time.
Conclusion
In conclusion, career planning and development is the missing link between Mahoney the sales associate and the store manager. It is the responsibility of an employer to outline career planning and development because they are the ones with the ability to discern how a new employee fits in both on a short and long term basis. In this case, the principles of career development would have helped Timmson plan and execute his novice’s induction program and the subsequent handing over in more structure manner. This would have enabled Timmson to plan his time more efficiently and instill the right kind of attitude in his employee.
References
There are no sources in the current document.
