Answer 1

Annual Performance Plan for Human Resource manager __

(This form is to be completed jointly by the employee and his/her supervisor before the start of the appraisal period. The annual performance planning session and yearly appraisal and feedback sessions must take
place before or at the time of completing this form. At the time of yearly appraisal and feedback session, this plan must be reviewed and, if necessary, should be adjusted by using a new form.)
_________________________________________________________________________________________________________________________________
Section A: Basic Information
Employee's Name: Mr. ABC Job Title: HR manager

Level: Department manager Work Unit: HR Work Domain: Work Location:

Supervisor's Name: Mr. XYZ Job Title: CEO

Performance Period: Jan – Dec From: January To:December

Completion Date: By Employee By Supervisor:

Date of Submission to HR Section: Date of Last Planning:

Section B: Performance Plan

Performance Baseline Performance Indicator Performance Standard Performance/

Elements General Specific measures Minimally successful Fully successful Exceeds Fully successful competency
measures requirement
Assess training Cost Don’t exceed the Cost exceeds by 10% Cost = budget Cost saving Analysis skill
and development stipulated cost
needs and prepare
development quality Accurate assessment of 100% accurate Planning skill
plans needs

CPE
PP: 20%
Organize and quality No disruption or Less deviation No deviation Time management
coordinate staff bullwhip effect in flow
training and of information Inter personal
development Time Duration of the training 10 days 1 week 1 week skill
program and development
program
CPE cost cost segregated for Cost exceeds by 10% Cost equals budget Cost saving
PP: 20% program
provide career time Timely counseling Once a quarter Once a month Inter personal
planning and skill
development Emotional
support quantity Clearly mention the Adequate alternatives for Few alternatives Unavailable to make intelligence
NPE available path for possible career path any effort in
PP: 10% future counseling
Assist in Quality Accurate analysis 100% accuracy Diagnosing skills
diagnosing
organization
development Time Provide immediate Within few days Within a day As an when it occurs
needs feedback to the
supervisor
NPE: 20%
Develop, operate cost Cost of developing Cost exceeds by 10% Cost matches budget Cost saving Research
and coordinate program
structure, norms, Monitoring and
practices and Time Policies and norms to A week deviation On time supervision
procedures to be completed and set
manage and within time Emotional
appraise staff quantity Report should contain Major policies recorded, Policies set for each intelligence
performance everything in detail, combined policies for major and minor
there should be reports minor events events
CPE for each events
PP: 30%

Signature (employee) ________________________________ Date: _____________ Signature (supervisor) ____________________________ Date: _________________
Answer 2:

In order to convince my CEO for the implementation of the performance management system in the organization, I would highlight the following
uses of performance management system and make sure about its implementation in the following ways:

• In the absence of clear goals, employees often get confused regarding the significance of their work in the organization. The proper PMS
would set the clear goals and align it with the mission and vision of the organization. For this the proper job description could be designed where
the responsibilities of the employees are written clearly along with their expected level of performance. This would help in performance
planning.

• PMS helps in developing the employees for the individual and the organizational benefits. For this periodic performance appraisal could
be done. This will help to find out the strengths and improvement areas of the employees. On the basis of this various types of training and
development programs could be designed and provided to them.

• The next use of PMS is its feature of monitoring, supervision and feedback. The frequent interaction between sub ordinates and
supervisor would help to track the improvement and execution of process to achieve the goals. With this the communication between the
related people would be fostered and the strong relationship is built.

• PMS also helps to take major HR decisions like promotions and disciplinary actions along with redesigning works and succession
planning.

• Performance appraisal system helps motivates employees to aspire for higher productivity as PMS provides the proper structure of
performance measures, responsibilities and rewards.

Answer 3:

In all three situations here, the manager is acting outrageously unethically. In situation A, the manager rates one poor performing minority
employee higher than deserved on the performance appraisal form in order to avoid any possible discrimination charge. This action involves
intentional deception to the organization. The manager might have thought that if s/he rates the poor minority performer, at least s/he could
get away with the possible discriminatory charges that he assumed might arise out of the appraisal. If I were him’ her I would have given the
poor performer poor marks. By giving him/her good marks I am being unfair to other good performers and to that poor performer as well. With
that unfair behavior, if that is discovered, other performers will lose faith upon the manager and the appraisal system as a whole and they will
not care for performing well. On the other hand the poor performer will live in the delusions of being good and he/ she will not develop. With
this act, discrimination charge is not avoided instead they are invited. The consequences would be even worse.

In the situation B, the manager wants to be promoted so he gives all employees higher performance evaluation than they deserve in hopes that
they, in turn, will rate him higher. First of all, the manager did an unethical work on the basis of assumption of getting good marks in return for
giving good marks and secondly, the activity is totally self- centered and it definitely is an intentional deception. If the action is discovered, the
manager might even get fired instead of getting promoted. If I were that manager I would better stay on the same position than to get promoted
on the base of fabricated ratings. I would work hard and rate fairly to all the employees on the base of their real performances. By doing so I am
not only helping the employees develop, increasing the organization’s results but also ensuring my promotion in future.

In situation C, the manager is unethical as the manager rates the subordinate lower than deserved on the performance appraisal form. Even
though the sub ordinate’s termination is inevitable due to poor attendance, the manager should have rated the employee on the basis of the
actual performance. The action if comes out in public, instead of the employee, the manager himself might get fired, the consequence would be
scary. If I were in that place, I would simply rate the employee fairly because at least I would not want to be the reason why that person got
fired.

Answer 4

In my opinion the team leader is not very responsible and sincere. In the performance planning phase, when the goals are to be set for the end
of next quarter, she was available and did so with collaboration. However, at the process phase, at the time when plans are being executed to
get those goals she was busy somewhere. She was not available for coaching and training. Even though she shares with them how are they doing
from time to time, it does not guarantee the proper supervision and monitoring of the members which is by the way the very important part in
PMS. Also, even though she ensures that they get incentives at the end of the period that does not justify the evaluation and appraisal process
because performance standards and measures are not made clear (she simply said that they get incentives at the end of the period if she feels
they have done a good job. The definition of good job has not been operationalized).

Hence, performance planning is only fulfilled as the condition of effective performance management. Other conditions like monitoring,
supervision, proper evaluation, setting standards of performance, training, coaching etc are not fulfilled.