1. CONCEPTUAL
FRAMEWORK
FOR
PERFORMANCE
MANAGEMENT
STRATEGIES

2. Conceptual framework for performance management strategies
Page 1
5/21/2014
Executive Summary for NDDS
Construction LLC
In the delivery of high quality, effective and value
represented in the core business for NDDS Construction
Company, this paper is intended to address its focus on
the alignment of continually seeking to improve our
performance management.

3. Conceptual framework for performance management strategies
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Conceptual framework for
performance management
strategies
E X E C U T I V E S U M M A R Y F O R N D D S C O N S T R U C T I O N L L C
Introduction
The company NDDS Construction is headquartered out of Detroit, Michigan with a staff of
650 employed. The organization has recently executed the opening of a new location to
be in Arizona. The strategic change will add approximately 130 additional positions
encompassing 20% increase to human capital overall. Based on historical data, the
company holds an average turnover rate of 20% and revenue equaling 10 Million per year
with a -3% revenue growth projected to remain the same for the first year in opening its
new location. The organization operates primarily in Contractor – Commercial industry
and employs workers to complete Drywall Contracting, Painting Contracting and
Construction & Remodeling Services in the areas it serves.
In executing the alignment strategies to the organizational business we will identify some
of the characteristics of the industry in Arizona. According to Arizona Department of
Commerce (2005), advantage of opportunities available in Arizona the basic challenges
are:
The Construction Trades grew more rapidly in Arizona than in the US and now employs more
than 217,000 workers
The industry is concentrated in the Phoenix and Tucson metropolitan areas where 84 percent of
the construction trades workforce is employed
The fastest growth in demand for construction trades workers is among higher paid occupations
although growth among laborers and painters offers entry points with shorter training
requirements
Arizona has a shortage of workers in several ‘core’ skilled trade occupations,

4. Conceptual framework for performance management strategies
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Especially carpenters, construction laborers, front-line supervisors, painters, and electricians.
Key recommendations to policy recommendations may include the following:
 Improve the image and awareness of careers in construction trades and target potential entry-
level employment from the millennial generation workers that are not college bound
 Enhance training opportunities in outlined employment positions needed, extending this through
collaboration with the State agencies to recruit through students enrolling in apprenticeship
programs
 Effectively enhance company’s pre-qualification assessments to applicants to match the needs
of employment by the state of Arizona
 Employ a range of skill strengthening opportunities to allow under skilled applicants a chance at
second opportunities
ORGANIZATIONAL PHILOSOPHY AND VALUES
NDDS Construction LLC, located in Detroit, Michigan, is a rising construction company dedicated to
serving the needs of our clients, who are committed to the expansion and economic growth of their
organization by:
 Providing quality construction services which is intended to be cost effective by the guarantee to
our customers the most value for their building or remodeling investment;
 Recognizing the support needed in the communities we serve by extending service to worthy
charities and through economic development.
 Providing the environment and its resources to encourage all NDDS employees/owners to grow
to their fullest potential;
Influencing Strategic Alignment through Identity
One thing that is critical is to keep current employees of NDDS engaged in all they do now and maintain
high performance going forward by communication. This can be direct or indirect methods which are
intended to influence our current staff with the organizational goals and how this may impact the
company culture. It can also be helpful to point out opportunity which may extend with the growth of
the business. According to kagioglou (2001), “Ensuring alignment between members ‘beliefs and new
strategies’ are to be reflecting the aspirations of managers will be central to the successful
implementation of the desired changes.”
JOB SKILLS ANALYSIS BY TITLE AND JOB DISCRIPTION
Job Title: Drywall Installer and finisher Job Category: 102

5. Conceptual framework for performance management strategies
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Department/Grou
p:
Drywall
Contractors/employees
Job Code/
Req#:
51151
Location: Arizona Travel
Required:
Yes
Level/Salary
Range:
$20,000 - $27,969 starting Position Type: Full-Time by contract
Job Description
ROLE AND RESPONSIBILITIES
 Measuring and cutting in small spaces above doors or below windows
 Saw holes in panels for electrical outlets and plumbing
 Fill joints between panels
 Spread compound in joints
 Smooth surfaces through sanding
 Ensure uniformity in finishing
QUALIFICATIONS AND EDUCATION REQUIREMENTS
Most drywall installers and tapers entry-level can learn their trade through on-the- job training,
although they may have learned some of the tool skills in wood or metal shop in high school.
Apprentices must be at least eighteen years old and have agility for the job. The apprenticeship
programs are usually up to three years of on-the-job training plus coursework in a classroom
environment. Some vocational colleges and technical schools may offer courses in drywall
installation and finishing
PREFERRED SKILLS
Some experience or coursework preferred but all employees will be required to be able to do
the following: strenuous physical lifting, inclement working conditions by weather and
environmental factors, industry overcoming economic factors, installation and finishing work.
Reviewed By: Mitchell Jaques Date: May 21, 2014
Job Title: Painters Job
Category:
103
Department/Gr
oup:
Painters Contractors/employees Job
Code/
Req#:
511512
Location: Arizona Travel
Required:
Yes

6. Conceptual framework for performance management strategies
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Level/Salary
Range:
$20,000 - $25,383 starting Position
Type:
Full-Time by contract
Job Description
ROLE AND RESPONSIBILITIES
 Paint walls
 Operate job specific tolls and equipment
 Ability to work with rollers and spray guns
 Remove old paint surfaces prior to painting
 Mixing colors or oils to desired consistency
 Ensure quality finishing
QUALIFICATIONS AND EDUCATION REQUIREMENTS
Most Painters entry-level can learn their trade through on-the- job training, although they may
have learned some of the tool skills in high school or personal application. Apprentices must be
at least eighteen years old and have agility for the job. Some vocational colleges and technical
schools may offer courses in painting construction.
PREFERRED SKILLS
Some experience or coursework preferred but all employees will be required to be able to do
the following: Getting information from relevant sources, performing general physical activities
that are needed, handling and moving objects, careful inspection prior to finishing work,
organizing and planning.
Reviewed By: Mitchell Jaques Date: May 21, 2014
Job Title: Carpenter Job
Category:
104
Department/Gr
oup:
Construction and
Remodeling/employees
Job
Code/
Req#:
511513
Location: Arizona Travel
Required:
Yes
Level/Salary
Range:
$20,000 - $31,641 starting Position
Type:
Full-Time by contract
Job Description
ROLE AND RESPONSIBILITIES

7. Conceptual framework for performance management strategies
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The carpenter is required to work with hand tools, some basic power tools such as;
circular saw, sawzall, drill, small compressor, framing nailer, finish nailer, as well as
levels, bars, and other tools needed to perform carpentry work.
Some demolition, framing, and finish carpentry work is common in this line of work.
QUALIFICATIONS AND EDUCATION REQUIREMENTS
Most Carpenters entry-level have already learned their trade through on-the- job training by
previous experience as Carpenter helper or time on job, although they may have learned some of
the tool skills in high school or technical college. Some vocational colleges and technical schools
may offer courses in Capentry construction.
PREFERRED SKILLS
Employees will be required to be able to do the following: Job-site supervision, protection and
cleanliness, performing general physical activities that are needed, material handling and
moving objects, careful inspection prior to finishing work, customer satisfaction, organizing
and planning.
Reviewed By: Mitchell Jaques Date: May 21, 2014
METHODS OF MEASURING JOB PERFORMANCE
In the industry of construction business, standards for performance have been developed and
implemented in the company. Using the data from previous performance will be good for benchmarking
success in application of new employees. These standards compare what the actual performance is. It is
reporting actual performance and personal observation, statistical reports, oral and written reports. What
is measured is determined by job need and management situations. The driving influence behaviors will
include everything from attendance, job satisfaction, turnover, job time, rate of productivity which is
then compared to the standards developed by NDDS.
Below is a table of measurement in figure 1

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9. Conceptual framework for performance management strategies
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FEEDBACK DELIVERY AND CONTROL
Feedback control is the process which evaluates results by objective. This usually should happen after
job has been completed. Communication is a key factor to using this control effectively. This can be
used to address performance deviations and implement new approach plans for handling. Feedback is
needed to create motivation by keeping accountability of employees so they can be engaged enough to
make necessary provisions to their performance. This is the best way to be consistent with company
expectations and to achieve organizational goals.
Effective measuring and recording will lead to higher overall efficiency when taking steps to controlling
desired behaviors relating to an outcome from a leadership standpoint. Measuring puts duties in
quantifiable terms for the employee and tells them what is expected from their performance. When
results are not as desired, it gives the superiors or managers the option for correcting such issues with
disciplinary action if necessary. As both measuring and feedback is needed hand-in-hand for this
process to work (kagioglou, 2001).
CONCLUSION
The standards discussed can be modified whenever a variance is spotted, in the event such as when
goals are unrealistic or unreachable and also when they are too easily reached. The methods and
framework provided is the way to reach employees with accountability. By motivating employees to
have aptitude for their work to be consistent with company expectations and for them to also achieve
organizational goals.

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CITATIONS
kagioglou, M. (2001). Performance management in construction;a conceptiual
framework. Retrieved from
http://www.academia.edu/459050/Performance_Management_in_Construction_A_concep
tual_Framework
Arizona Department of Commerce. (2005). A Workforce Needs Assessment of the
Arizona Construction Trades Industryction;a conceptiual framework. Retrieved from
http://www.accra.org