Comparing results with objectives and standards.
-Need for action reflects the difference between desired performance and actual performance.
-Comparison methods:
Historical comparison
-uses past experience as a baseline for evaluating current performance.
Relative comparison
-use the performance of other persons, work units, or organizations as the evaluation.
Engineering comparison
-use engineered standards set scientifically through such methods as time and motion studies.
taking corrective action
Taking action when a discrepancy exists between desired and actual performance.
-Management by exception.
Giving attention to situations showing the greatest need for action.
Types of exceptions
-Problem situation where actual performance is less than desired.
-Opportunity situation in which actual performance turns out higher than desired.
employee discipline systems
-Progressive discipline ties reprimands to the severity and frequency of the employee's infractions.
-Progressive discipline seeks to achieve compliance with the extreme possible.