Case Study Based Report - Performance Management Essay

Case Study Based Report - Performance Management - Essay Example Based on the drawbacks, a new system is developed. The impetus for the new system of performance management was driven by the arrival of a new CEO in the organisation. His mission is the creation of a culture which is completely based on performance and the creation of a proper career path for the operational staff. Answer to Question 1 Review of the organisation’s previous approach to performance management The previous performance management system for the senior operational staff was meant to evaluate the performance of the employees against the set standards of performance. This would consequently help in the development of action plans for addressing the gaps identified (David, 2009, p.288). Since they were senior operational staff in the organisation, their performance were indirectly accountable for the performance of the personnel working under their supervision. The first step in the system included identifying the personnel’s performance dimensions. ... He is responsible for completing his assignments on time through the performance of his subordinates. He is supposed to demonstrate budgetary controls, monitor the subordinates’ activities, initiate the effective and timely corrective actions and suggest budgetary recommendations (California State University, p.1). Certain pitfalls have been identified with regards to the performance management system for the senior operational staff in the organisation. Firstly, the system is not found to promote or enhance productivity in any way. Moreover, it is not a favourable system which drives commitment in the workforce or motivates employees towards continuous improvement of performance (Montebello, 2004, p.1). Firstly, there are divergent goals and objectives. In other words, the goals are not very defined and do not provide a proper guideline to the operational staff for proceeding in his work activities. Secondly, there are loopholes in the implementation plan of the system. The s ystem is not implemented aggressively. Moreover, the technology used for implementing the plan is not based on the latest technology which allows errors and loopholes in the system. There is lack of transparency in the system which eventually causes improper performance appraisal. Inefficiencies creep in and at times, there is biasness in the appraisal system. The performance appraisal forms are constructed poorly. This implies that the factors for rating are not well defined and allows ambiguity. The rating scale also contains certain problematic terms. Thus, it is difficult to evaluate whether the performance meets requirements, exceeds it or is at par. The problem that arises because of this is that the process lacks validity and value and is considered to be impractical. The forms