Performance Management at Jet Food Services Essay Example for Free

Performance Management at Jet Food Services EssayIt is now the end of Sampadas first year as orbital bus for Jet Food Services. As regional charabanc, Sampada supervises a total of ten soils, each of which has a manager responsible for sales and serve up to customers in that ara.Jet Food provides contract food operate for hospitals, schools, colleges, business firms, and other institutions that need meals prepared on spot but that do not wish to be responsible for ope grade such services. Jet Food Services hires all necessary kitchen employees, purchases all supplies, and prepares meals in accordance with specifications agreed on with customers. The district manager is responsible for coordinating all customer activities. This includes planning, budgeting, hiring and supervising Jets on-site representative (customer service manager), customer satisfaction, and contract renegotiations.Sampada was recruited after years of experience as director of food services for a mul ticampus university. In that job, she had oversight responsibility for the food services at several campuses. The Jet Food position offered an opportunity for continued growth and advancement.In her first year, Sampada has concentrated on getting to know the district managers and the customers with whom they work. She spent more than a week with each district manager and encountered each customer with him or her. At this point, she feels comfortable with her job and the knowledge she has gained of twain operations and personnel, and it is time to appraise the performance of the district managers and to schedule review meetings with these employees.Sampadas judgment of Ranjan Ranjan is the longest term district manager in Sampadasregion. He completed less than one year of college, held several short term jobs, and then joined Jet as a shift supervisor of the communitys services at a large college. At present, he is completing twelve years of employment with Jet. He has been a dis trict manager for three years.In working with Ranjan, Sampadahas observed his strengths, along with some problems. Ranjan has a talent for working with people, Jet employees and customers alike. In fact, in his years with Jet, no customer he worked with has ever switched to a competitor. Many on-site supervisors recruited, trained, and supervised by Ranjan have gone on to become managers of other districts.On the other hand, Ranjans foamy eating habits despite doctors warnings have contributed to some serious medical difficulties. During the past year, Ranjan was out of work for three months with gallbladder and heart problems, attributable in break apart to obesity. And Ranjans behaviour towards others can be overbearing. Sampada kept track of her phone calls from district managers during the year, and there were more calls (or messages) from Ranjan than from the other nine district managers taken unneurotic calls to promote or advertise his own efforts.Although Ranjan can be charming, he has started to be loud and rude with regional personnel whom he perceives as too rule oriented. All in all, Ranjans style and appearance have become entirely different from what Sampada is accustomed to in colleagues and employees.Further, it has been announced that Sampadas region is going to be expanded and that a new position, that of assistant regional manager will be created. Ranjan has made it clear that as Jets longest tenured district manager in the region, he feels entitled to this promotion. However, Sampada does not feel she could work with Ranjan as the assistant regional manager. She feels that their attention styles are too different and that Ranjans behaviour might irritate regional and corporate personnel.As Sampada looks over Jets performance perspicacity and management instrument, she realises that her honest assessment of Ranjans performance in his current job is generally excellent. She glances at the last page of the assessment and management f orm and the general ratings from which she will have to choose. Jets boilersuit rating system is on a 1-10 scale, with 10 as outstanding 7-9, different degrees of excellent performance 5-6, satisfactory 3-4, below average and 1-2, unacceptable. Sampada is uncertain as to what overall rating to assign. If she gives Ranjan too high a rating, he will expect to be promoted. If the rating is too low, Ranjan will doubtless be angry, feeling that an injustice has been done.Ranjans Self-Assessment and Management Ranjan sees himself as different from the other district managers. An outgoing, gregarious type, he loves to visit his customer locations and work with his companys personnel. His idea of a successful day is one spent teaching a customer service manager a new operating procedure or management technique. In fact, Ranjan is known to roll up his sleeves and teach Jet employees a new expression or how to improve an existing dish.Ranjan has worked for several district managers and has always liked to keep them informed about his activities, some time phoning two or three times a day. From discussions with Sampada, he is aware that she thinks many of these calls are not necessary, but he wants her to know how things are going with his employees and customers. He is also aware of Sampadas views regarding his ignoring medical advice.Ranjan is proud of his career and of what he has been able to do without much higher education. He feels he is qualified to become a regional manager, and he looks forward to the possibility of promotion to the new assistant regional manager position as a step toward this ultimate goal.Ranjans Assessment military rank In reviewing the situation, Sampada decides to give Ranjan an overall rating of 6. She feels justified, given that Ranjan did miss months of work as a result of neglecting his health. She knows that Ranjan will expect a higher overall rating, but she is prepared to stand behind her evaluation. Sampada then goes back to con sidering the separate ratings she will assign and to making plans for their feedback review.Questions1 How would you describe Sampadas approach to the assessment and management of Ranjans performance?2 Are Sampadas concerns with Ranjans performance legitimate? Will Ranjan have justifiable reasons for feeling dissatisfied with the assessment and management results?