Running CASE ANALYSIS

Case Analysis

Case Analysis

Performance Management is 'a strategic and integrated approach to increasing the effectiveness of KCS's by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors'.(Hartle, 1997,pg 12)

Performance management is a non - linear process that involves the following:

Performance planning: where the manager and employee determine performance expectations and agree on what is to be done and how well it should be done.

On-going performance communication throughout the year to track progress throughout the year and ensure that job tasks stay on track. This two-way communications red-flags problem before they grow and keep the manager and employee current. This can be done in short monthly or weekly status reports and informal communication whereby the manager walks around. In most cases, the manager may not produce anything on paper.

Performance appraisal is the systematic review of performance of staff on a written basis, at regular time intervals and the holding of appraisal interviews at which staff have the opportunity to discuss performance and other related issues, past present and future, on a one to one basis usually with their immediate line manager. Anderson (1996) Performance appraisal is one part of a performance management system and ignoring the other parts of the system is the KCS's recipe for disaster.“Appraisal is at the heart of career development, which is itself at the heart of a good place to work. KCS considering introducing performance appraisals as part of a performance management system must ensure the following:

Top management must be actively involved, identify values and core competencies, appoint an appropriate, implementation team, demonstrate the importance of performance management by being active participants in the process, and use appraisal results in management decisions.

The criteria for an ideal system must be established and this should involve all the stakeholders. Their expectations must be identified to enable them to be key players and owners of the system. An implementation team consisting of appraisers and appraisees must be selected that will develop the most appropriate system to use and ensure a successful implementation.

The most commonly used technique is the rating system probably because it requires the least effort. Rating systems comprise of two parts: a list of areas under review and a scale to indicate the level of performance. Most companies to bring some uniformity and consistency in the process use the rating system. The personnel department develops the forms and once a year managers are asked to submit a form at the end of the year for the personnel file.

Some managers simply rate the employee; others request the employee to rate himself, others will do both, compare the two assessments and arrive at a compromise. The completed forms are signed by both the employee and manager. The rating system which can be compared to a 'record card' is popular in KCS's because it is easier and can be completed quickly and involves minimal ...