Introduction
1.1 Background Of The Study
It is a very clear fact by both definition and common understanding that every organization is formed for an objective. Through two objectives may be profit or non profit commonly for any organization to succeed, the efforts of its employees must be directed towards the realization of their individual set objectives. The efforts of each of the employees or group of employees in each organization may be directly or not and normally varies in degrees and relevance to the corporate objective, but should not for any reason be rejected in the interest of the corporate objectives. Out performance by any employee or group of employees in a department will surely result to underachievement of the co-operate organizational goals.
In recognition of the importance of one employee to the corporate existence and goal attainment, the need to have a set goal or standard at each level of the organizational structures becomes imperative. This arrangement will make it possible and help in checking and appraising of the employee by various superiors in the organization. This objective standard will be proportionate and appropriate to the level and position of the employees in the organizational structures as the expectations of each employee depends on his position and level in the organizational hierarchy.
It was in recognition of this Fredrick will show Taylor, the father of scientific management in his article in the journal transaction urged for the establishment of performance standard. This was with this aim to determining the employee’s productivity as their performance evaluation could be measured if standards are set. He added that he could perform up to the established standard will be rewarded. He that performs above the standard will be entitled to bonus. On the other hand, employees that failed to perform up to subjecting him to training to improve. But where this effort to improve this fail the next line of action will be punish the employee either by demoting or firing him. These were with the intention that the employees might be motivated to high performance and discouraged from under achieving.
As was urged by Taylor (1968) in his article in “transaction” to reward the worker who performed up to the set standard; to give bonus to those who are above the standards and demote or fire the employees who performed below the standard and failed to improve after training. The question that calls to mind is how do you know the employees who performed above or up to or below the set standard.
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