Performance (Read Case Study 2-2)‏

Case Study 2.2: Disrupted Links in the Performance Management Process at Omega, Inc.

1a. prerequisites performance planning

There is no link between the first two phases of the process. Although the franchise owners laid out all of the prerequisites, they did not use them in performance planning. Although the employees and managers agreed on goals, because the link was broken, these goals did not relate to meeting the organization’s goal of customer service. Furthermore, they did not develop job descriptions that described what must be accomplished on the job, including the knowledge, skills, and abilities that are necessary.

1b. performance planning performance execution

The link between planning and execution exists, as employees and managers both have an understanding of the goals, and feedback is given on how to reach those goals.

1c. performance execution performance assessment

Currently, there is no link from execution to performance assessment. Employees have no way of assessing themselves on their goal attainment. Furthermore, because the key accountabilities and skills were never identified, the manager has nothing to document but results.

1d. performance assessment performance review

Because there is currently no formal assessment, this disrupts the link to performance review. Although the manager and employee are meeting to discuss progress, they do not have a form to follow.

1e. performance review performance renewal and recontracting

Because, currently, the performance review is not a formal meeting where there is a specific form to follow or goals to discuss, it is hard to identify where performance is breaking down and where it is good. Thus, there can be no renewal or recontracting.

1f. performance renewal and recontracting prerequisites

Because there is no renewal or recontracting, it cannot be linked to prerequisites.

(Suggested points: 5, .5[2.4], .5[2.5])

2. Given your answers to question 1, what can be done to fix each of the disrupted links in the process?

2a. prerequisites performance planning

The franchise owners can strengthen the link between prerequisites and performance planning by developing job descriptions and an appraisal form that lists all of the things that the employees are accountable for, explaining how performance will be judged. Furthermore, the organization’s mission of quality customer service needs to be communicated in the goals that are set and in the performance evaluated.

2b. performance planning performance execution

This link currently exists; it will be even stronger when employees have a better idea of the performance they must provide in order to receive high performance ratings.

2c. performance execution performance assessment

Employees need to be given regular updates on how many sales they have, any customer feedback that has been received, and feedback from their managers on how well they are performing the necessary tasks.

2d. performance assessment performance review

The creation of a standardized appraisal form will improve the review phase and its link with the assessment phase.

2e. performance review performance renewal and recontracting

The manager and employee need to set a formal meeting time for performance review where there are written goals and a standardized appraisal form. At this meeting, they should reassess the goals set, brainstorm ideas where performance can be improved, check with Omega to ensure their needs are being met, and then begin the process again.

2f. performance renewal and recontracting prerequisites

If Omega’s needs are being met, and the organizational goals remain unchanged, then the prerequisites are in place to begin the process again. If the needs are not being met, organizational goals and individual job descriptions need to be changed to meet the newly defined needs.