IntroductionSeveral solutions and their subsequent risks were identified in the previous assignment. These included clear alignment with the employee and the organization, the provision of feedback, and coaching. In this paper, the role is to discuss the impacts that each of these solutions has on different stakeholders. The analysis of the impacts will be vital as it will help in pinning down the optimal solution for the job performance issue.

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Analysis of the three solutions
Clear alignment with the employee and the organization
One of the stakeholders to be affected by this solution is the employees. Where there is a clear direction, it follows that the employees will be able to know what they are supposed to do in their roles. The clarity might serve as a motivator meaning that productivity will be improved. The employer might decide to reward the workers through promotion and pay increase among others after noting the increasing employee output (Bart, Bontis, & Taggar, 2001). The management of the company will be affected, as well. As such, if the aggregate productivity of the firm increases, the managers will be acknowledged for their leadership efforts (Rich, Lepine, & Crawford, 2010).

Consequently, the management personnel is likely to establish even more ideal strategic human resource plans to promote further organizational growth. The improved productivity of the organization necessarily means that the shareholder value will be maximized. Further, the community and the government will benefit significantly. For instance, increased profitability will motivate the management to set up more social responsibility and sustainability efforts, which is to the interest of the members of the community (Rich, Lepine, & Crawford, 2010).

In a similar fashion, the higher the profit levels, the higher the tax that the company will submit to the government meaning that the latter will have a higher spending power, which is to the advantage of the members of the society, as well. It must be considered that the effects of a precise alignment with the employee and the organization are both immediate and long term. This necessarily means that, once the company makes the alignment, the employees will start performing desirably immediate and will continue doing so as long as the alignment is not altered.

The provision of feedback
The provision of feedback to the employees is another viable solution to the job performance problem. This solution will have similar impacts on all the stakeholders mentioned in the previous section. As a recap, the employees, the management of the firm, the shareholders, the members of the society, and the government will benefit tremendously. While this is the case, the implementation of the solution has to be consistent or ongoing (Rich, Lepine, & Crawford, 2010). Thus, unlike the case of clear alignment with the employee and the organization, the chance of the prevalence of adverse outcomes for all these stakeholders when the feedback solution is prioritized is essentially high.

It is not guaranteed that an organization will be consistent in implementing this particular solution. Similarly, even though the employee feedback might be collected, the management of a firm usually has the final say on different issues regarding the organization. What this means is that any feedback collected from the workers is not meaningful even though there is consistency in implementing the feedback plans (Bart, Bontis, & Taggar, 2001). In stark contrast, setting up a clear alignment with the employee and the organization is explicit meaning that managers cannot manipulate the solution once implemented.

As it was defined in the previous assignment, at the heart f coaching is pointing out to what need to happen at present in order to improve the performance of the employees. As such, it involves clarifying to all the employees what is expected of them and equipping the workers with adequate knowledge of what they ought to do and how they should do it to improve their performance (Bart, Bontis, & Taggar, 2001). Primarily, the stakeholders to be affected by this solution are the very ones that have defined in the case of the rest of the solutions. Besides, all these interest groups will be affected in the same way when the other two solutions are implemented.

While this is the case, when compared to the rest of the solutions, there is a high chance that the outcomes when this solution is applied will be optimal especially in the long run. This is especially because, as it appears, coaching is a blend of feedback provision and clear alignment with the employee and the organization (Rich, Lepine, & Crawford, 2010). By explaining to the employees about what is expected of them, it is apparent that a clear alignment with the employee and the organization will be facilitated. Also, coaching entails finding the exact workers needs based on their performance after the alignment and then providing the most appropriate training. This is what feedback provision entails.

In the light of this, given the idea that coaching combines the competencies of both the creation of a clear alignment with the employee and the organization and the provision of feedback, it illustrates that the effects on all the stakeholders mentioned previously in this particular paper will be maximized (Bart, Bontis, & Taggar, 2001). As such, even though the two other solutions will produce beneficial outcomes for the shareholders, the extent or the degree of the results when coaching is implemented will be great.

To conclude, in the previous assignment, it was declared that the provision of feedback is the best solution for the job underperformance problem. However, after completing this assignment, it is now evident that the priority solution comes last. Indeed, the establishment of a precise alignment with the employee and the organization has quality benefits to the stakeholders when compared to the provision of feedback. Nevertheless, coaching is the best resolution model since it combines the capabilities of the other two courses of actions.

  • Bart, C. K., Bontis, N., & Taggar, S. (2001). A model of the impact of mission statements on firm performance. Management decision, 39(1), 19-35.
  • Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of management journal, 53(3), 617-635.