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Executive Master of Business Administration (EMBA) 2020-2021

Assignment Title: Case 2: Building Performance Management Through
employee Participation in p. 354 and answer the two c...

Presentation · January 2021

DOI: 10.13140/RG.2.2.18495.23202

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BUILDING PERFORMANCE
MANAGEMENT THROUGH
EMPLOYEE PARTICIPATION

o Zhiwar Azad
o Khano Sardar
o Behrooz Abdullah
o Zewar Ismael
o Naznaz Hashim
o Rizgar Hamasalih

1
5th January 2021
OUTLINE
Introduction
Summary of the case

Relevant theory to support the case

Answer case questions
Implications of the case

Lesson learnt
Recommendations and Conclusion

References

2
 INTRODUCTION
What is performance management system (PMS)?

Performance management: is a continuous process of improving performance by setting

individual and team goals which are aligned to the strategic goals of the organization,
planning performance to achieve the goals, reviewing and assessing progress, and devel-
oping the knowledge, skills and abilities of people.

Appraisal: Performance appraisals are used to assess an employee’s performance and

provide a platform for feedback about past, current, and future performance expectations.

3
 INTRODUCTION Cont. Developing and understanding
corporate strategy

Components of Identifying Performance

performance management Expectations

Providing Performance
Direction

Encouraging Employee
Participation

Assessing Job Performance

Conducting Performance
Appraisal
4
 INTRODUCTION Cont.
Who is involved in performance management?
Employee
“I own the
process”

Leader
“I champion
the process”

Supervisor
“I partner in
the process”

HR
“I support 5
the process”
 INTRODUCTION Cont.
Tools For Appraisal Performance

Category Scaling Method

Graphic Rating Scales
Comparative Methods
Narrative Method
Management By Objective(MBO)

6
 SUMMARY OF THE CASE
o Jewelers Mutual Insurance Company (JMI) operates as an insurance company. The
Company provides insurance coverage for the loss, theft, and damage of any jewelry
products.
o Employees were initially dissatisfied with the feedback and goal-setting approaches
that were being utilized to manage job performance.

o An outside consultant started the process by interviewing top leaders, and focus
groups were used to solicit feedback from various other members of the organization.

o Problems with the rating techniques and forms, and various challenges linking pay
to performance were specifically targeted as part of the redesign effort.

7
 RELEVANT THEORY
The MBO process:
o Job review and agreement: The employee and supervisor will set specific goals after reviewing
the job analysis.
o Development of performance standards: writing down the performance plan, which is work-
related and career-oriented.

o Setting objectives: Together, the employee and the superior establish objectives that are
realistically attainable.

o Continuing performance discussions: The employee and the superior use the objectives as
bases for continuing discussions about the employee’s performance.

8
 RELEVANT THEORY Cont.
Monitor Performance
Performance Evaluation

Set And Align

Providing
Employee
Feedback
Objectives

Set
Reward

HR
Organizational
Employee
Objectives

MBO PROCESS CYCLE 9

 ANSWERING CASE QUESTIONS
Question1: Discuss how this case illustrates how greater support for a performance
management system can be developed through employee participation.
o JMI were able to motivate employees to be more involved in the redesign of the PMS.
o JMI remodified the administration of the PMS and made some changes based on the feedback
they received from the employees.
o They improved the evaluations based on:
• Narrative method
• Focus groups
• Various metrics of accountability
• Defining the job goals
o They redesigned the feedback mechanism to provide employees the progress of their performance.
o Compensation is more strongly linked to the employees effort.
10
 ANSWERING CASE QUESTIONS
Question2: Identify some of the ways that performance management
systems can be improved based on the experiences at JMI.
o Share and discuss the individual’s goals in alignment of organizations objectives.
o Conducting refresh orientation from HR department to senior managers and employees.
o Providing training and development program and include it in the top priority list of
implementations
o Recognizing employee effort and interest.
o Using PMS software.

11
 IMPLICATION
o Lack of communication:
Between managers and employees leads to demotivating employees and contributing them to the
agency's goals (can result in friction, frustration, confusion and an extremely tense work environment).

o Biased performance ratings:

(Lack of employee engagement and damage relationship).

o Deficient of clear objectives or (SMART) goals:

Results in poor performance management, especially the minor position employees (Setting SMART
goals are crucial for every organisation).
12
 IMPLICATION Cont.
o Poor feedback mechanism:
(Employees could quit based on unfair results, employee morale may drop, resources including time
and money are wasted, and result of high employee turnover in company).

o Inadequate resources for developing:

(Employees capacity and ability will gradually decrease and this is an indication of poor corporate
planning).
o Ineffective PMS design:
(The process is not structured, annual performance evaluation, and no recognition or rewards).

13
 LESSON LEARNT
o Using Third-party Consultation is necessary.

o PMS through employee participation extends to all organizations' policies and procedures.

o Goal seating, Stretching goals, Conducting fair evaluation, and Fair appraisal through PMS leads to
more participation and motivation among employees.

o Managers should provide ongoing feedback and recognition for helping their employees to
understand their performance levels.
o Along with developmental training, motivational support is essential too. ( Eliminating job
dissatisfaction through employ participation).

o Creating a communication management plan leads to build trust and better understanding
between managers and employees.
14
 LINKING THE CASE TO KRG

o Performance Management System in KRG is not considered as vital part of designing an

effective Human resources management. KRG Employees are demotivated and unsatisfied .
o %90 of governmental organizations in KRG have an inactive HRM system.
o Well performing employees in KRG occasionally get “letter of appreciation”.
o Appraisals in KRG mostly depend on years of employment.
o Since 2011, Kurdistan Institute of Public Administration(KIPA), Ministry of planning arranged
annual training programs to help top managers to understand human development, however
the training was focused on limited high ranked managers.

15
 RECOMMENDATIONS

o Employees need to be fully aware and have a good understanding of organizational

strategies and the PMS process.

o Identify and measure the employee performance on quarterly based.

o Using clear direction of the appraisal system in order to capitalize employees’ talents
and efforts and be fairly evaluated based on their
job requirements, duties, and responsibilities.

o Proper feedback, corrective mechanism, and documentation are useful.

o Compensate employees according to their KPI scores.

16
 CONCLUSION

o The performance management system is one of the key tools in the hand of the
company that should be implemented within the company. It helps in better
managing the action and activities of employees along with improving their
performance. Hence, with the help of it, the organization can improve its performance
and productivity. But the organization should engage employees in the decision-
making process to get a better result.

17
 REFERENCES
o Robert L. Mathis, John H. Jackson, G 2010, Human resource management, 13th edn, Pearson
South-Western Cengage Learning., Inc., pub, ' Performance Management and Appraisal, pp.
318-354.

o Armstrong, Michael. Armstrong's Handbook of Performance Management: An Evidence-

Based Guide to Delivering High Performance. Kogan Page, 2018.

o Hyman J. & Mason B., (1995), “Managing Employee Involvement and Participation”, London:
Sage.

o Kurdistan Institute of Public Administration KIPA, http://www.mop.gov.krd/,12,Dec,2020,

http://www.mop.gov.krd/index.jsp?sid=1&id=203&pid=106

o Shaiza, P., & Giri, I. (2016). Goal-setting theory of performance management system.
Retrieved from care@projectguru.in.
18
 THANK
YOU

19

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