BUS 303 Week 3 DQ 1&2,
As a supervisor in the Air Force, I have had to write many performance reports for individuals that I have supervised. I also have had many of my own performance reports written and administered by my own supervisors. I am very familiar with the Air Force’s current performance rating systems and I understand where it plans to go. In the Air Force, every individual knows the exact date their performance report will be due and close out because they are all set up on an annual basis. At any time an Airman is free to go to their supervisor and ask for a feedback to know the status of their current performance. A good supervisor should give verbal feedback to their Airmen every day on how they are doing and also conduct a written mid-term feedback session about 6 months before their performance report closes out. Setting up a specific time and date for performance feedback helps prevent the first issue addressed in the article, “Too Vague” (Jackson, 2012).
Benefit offerings and salary offerings play a huge role in marketplace competitiveness. Much of the work force has family members to support so benefits like health insurance or child care may not just be lucrative but essential. Employees typically perform the best and stay motivated longer under an incentive reward style of leadership (Youssef, 2012). Pay is obviously a motivational factor for an employee, but they also want to be recognized in other ways. That is why so many companies have employee of the month programs. Winning an employee of the month certificate may be the only reason why someone decided to stay with a company and not look elsewhere for a job. People that are recognized for their efforts and feel part of a winning team will have much better attitudes and thus produce much better quality work.