Case Analysis ON Performance Management System Group 6 Aradhana Gaurav Monojit Sana Suchita Zaiby a. sponsored by the company b. affiliated with renowned management institute. ISSUE#1 • PMS followed in the organization is of the kind of a forced ratings system type • Dept. head compelled to put the employees into the different performance tiers/ classifications • Rating not based on performance of the employees but plainly on the basis of quotas/ tiers • Pradeep’s immediate boss wants to keep all his employees satisfied and wanted to give everyone a chance in terms of good rating • Pradeep got rating of ‘RME’ in the recent PA which had negative impact on his selection for EDMP ISSUE#2 • Inability to communicate to Dept. head about the significant parameters on which he should rate his employees • HRD’s failure to convey to Dept. head that PA is critically linked to EDMP selection and employee’s career development • Lack of proper understanding of the objectives, significance and impact of PA by the Dept. head • Dept. head misleads Pradeep, conveys that ratings would not have any bearing on his payouts and he need not bother • HRD and Dept. head have failed to play their respective pivotal role in execution, implementation & monitoring of the PMS Issue #3 •HR failed to rightly emphasise on the role of PMS followed in the organization to Dept. Head as well as the employee •Lack of awareness of the employees on all the work dimensions which will be affected due to the ratings he got •Lack of communication and feedback about the effect of the Performance ratings on the promotions, incentives and other programs like management training programs.
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