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1.1. Interaction Strategy 1.2. Appeals System 2. Case Study: Accounting Inc. 2.1. Perceptive: Behaviours 3. Conclusion References

The document discusses a case study of Accounting Inc., a Dutch accounting and consultancy firm. It describes how the firm implemented a functional handling process that assessed all employees based on core capabilities. The process included employee interactions, FAQs, and posters explaining how capabilities linked to goals and how functional scores impacted compensation. It also established an appeals system to address disputes. The case study examines how the process effectively utilized functional and behavioral goals tailored to different levels. It helped the growing firm standardize expectations as employees advanced, linking individual goals to previous roles. Overall, the process supported the company's sustained financial performance by assessing one-third of evaluations on values and behaviors important to its operations.

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50 views

1.1. Interaction Strategy 1.2. Appeals System 2. Case Study: Accounting Inc. 2.1. Perceptive: Behaviours 3. Conclusion References

The document discusses a case study of Accounting Inc., a Dutch accounting and consultancy firm. It describes how the firm implemented a functional handling process that assessed all employees based on core capabilities. The process included employee interactions, FAQs, and posters explaining how capabilities linked to goals and how functional scores impacted compensation. It also established an appeals system to address disputes. The case study examines how the process effectively utilized functional and behavioral goals tailored to different levels. It helped the growing firm standardize expectations as employees advanced, linking individual goals to previous roles. Overall, the process supported the company's sustained financial performance by assessing one-third of evaluations on values and behaviors important to its operations.

Uploaded by

tallalbasahel
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© Attribution Non-Commercial (BY-NC)
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Download as DOCX, PDF or read online on Scribd
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Week 5

Discussion Question

TABLE OF CONTENT

1. Introduction

1.1. Interaction strategy

1.2. Appeals system

2. Case Study: Accounting Inc.

2.1. Perceptive: Behaviours

3. Conclusion

References:

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1. Introduction

The execution of functional handling process needs the participation of several stakeholders. To
be more specific, the efficient execution of such a process needs a thorough comprehension as to
the manner in which the process functions a thorough comprehension of the system’s advantages
arising from varied views of the entire process associated. To put it differently, the efficient
execution needs enlarged institutional back up and reception. To start with, it is feasible that
every institutional stratum as well as the unit would consist only a single or a few of persons who
are aware of and favorable to such process.

1.1. Interaction strategy

Generally, through accessing a very good comprehension of functional handling process results
in increased worker reception and contentment. Frequently the institutions plan an interaction
policy in order to make sure that the details on the functional handling process is greatly spread
in institution.

1.2. Appeals system

The adding of an appeal system is significant to accessing the worker reception for functional
handling process since it permits the workers to comprehend that, provided the disputes could be
solved a smooth and irrevocable manner. This apart, the addition of appeal system enhances the
views of the process as just.

2. Case Study: Accounting Inc.

The Accounting Inc. is a company dealing with accounting and consultancy, is having its head
office in Amsterdam in Netherlands. The firm executed the functional handling process that
consisted of the creation of an array of essential capabilities which will be made use of in order
to dislocate many workers, irrespective of activity or position; and every worker was assessed
making use of many work-oriented functional ranges.

Also the firm conducted interactions, issued the papers on the queries that are often
raised( Frequently Asked Questions), and put the posters throughout the firm describing as to

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how the vital capabilities were linked to the institution’s policy preferences and as to the manner
by which the functional scores will be linked to financial felicitations.

2.1. Perceptive: Behaviours

As stated, this dealer accessed a sound custom, molded by the company’s beginners in its earlier
period and to a certain extent functioned as cause for the success of the institution till the present
time. The habits were hence a very significant factor for worker functioning. Such a ‘milder’
view of the functioning explains the worth and criteria of habits which are needed for the
workers at every range, according to the instance given. Also, such words are explained and
elaborated in various forms for various ranges of the worker. The group functioning at the range
of the Regional Director refers to partially that ‘ store administrators feel honoured to function in
the group of the Regional Director’., and at the same time, it refers to the fore-front workers as’
comprehending as to the manner by which they influence others as forming part in a high-end
functioning group’.

3. Conclusion

The design on three-fold views enabled comparatively simpler for the workers in order to
comprehend the ‘steady’ functioning which was expected of the employees: their habits support
their capability to function in a proper manner their work and the related functions, that again
support the outcomes which the workers are enabled to present. The firm’s EPM process
efficiently utilizes Function and Habit aims and explanations which are suited to the different
ranges of the institution. Generally, the wide aims which are relevant at manifold ranges in the
institution are described particularly for every range, also optimizing applicability, when making
sure the institutional orderliness. Such a process is, especially supportive for an institution that
developing quickly which observes greater quick worker elevation when compared to an ideal
business institution- when the workers shift up in the elevation process, the workers’ individual
aims crop up and expand widely, but stay linked to their previous functional anticipations. The
workers are currently assessed through making use of a combination of tangible and intangible
scales, specifically inside the habit domain. When several institutions do not pay much attention
the values, the present dealer places values as core to function, comprising of one third in

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worker’s assessment. Lastly, the novel process is functioning through out Amsterdam, which is
made use of by thousands of workers in rapidly increasing number of shops and supporting the
institution’s sustained monetary efficiency.

References:

1. Gunasekaran, A., Forker, L. & Kobu, B. 2000. Improving operations performance in a


small company: a case study. International Journal of Operations & Production
Management, Vol 20, No. 3, pp. 316-226.
2. Hudson, M., Bourne, M., Lean, J. & Smart, P. 2000. Only just managing – No time to
measure. In: Neely, Andy (ed.). Performance Measurement: Past, Present and Future,
University of Cambridge, 19.-21.7.2000. Cranfield, Bedfordshire, Cranfield School of
Management, pp. 243-250.

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