|
Year 3 Data
Almost as important as the improvement
in the scores was the sense of value and self-worth to be seen in the
Vice President and the management team. They were able to take a very
difficult situation and turn it around. With a year of success behind
them, they approached Year 3 with a great deal of confidence and
resolve… even though they understood that the future would be
difficult and that future changes would be even more difficult to
achieve.
The MPS was re-administered in the
latter part of Year 3. Again the scores rose significantly, going from
the Moderate to High Moderate range. All six dimensions showed an
increase, improving overall by 10.96%. The primary Year 2
recommendation made to management called for the implementation of a
Performance Feedback and Evaluation system. This was accomplished and
reflected in the dimension scores, for the dimension with the highest
degree of improvement was Performance Evaluation, closely followed by
Performance Expectations. The comparison of Years 2 and 3 is shown in
Table 2.
Several of the individual MPS items
that showed the greatest change from year to year are listed below:
Sales also continued to increase.
Typical was the quarter ending in June of Year 4, in which sales
increased in excess of ten percent over the same quarter in Year 3.
The importance of the MPS in brining
about the change was underlined by the division's Vice President when
he said "The MPS is a very simple exercise but it focused our
attention on important issues that were neglected or overlooked in the
pressure of day-to-day business." He went on to point out that
"the survey identifies areas of neglect that is management's task
to address. We did this and we are delighted with the results."
|
