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PERFORMANCE

MANAGEMENT
AT VITALITY HEALTH ENTERPRISES
SYNDICATE 8:
AHMAD QOHAR SYAKIR 29318047
ARGA PURWANTO 29317382
BERNARD ISKANDAR 29318080
INDHIE HANIFAH 29318023
MOKHAMAD ZAFAR NUR HAKIM 29318102
TIGOR MULIA DALIMUNTHE 29318031
PMS 2018
 The Company has 13 different rating levels (from A to E
including plus and minuses) which leads to way for managerial
abuses.
 Many managers gave almost everyone C or B, provided few D
or A ratings, and rarely give E
PMS 2018
 This resulted to a homogenous ratings that failed to sharply
distinguish performers from non performers
PMS 2009
 a new rating system was launched where employees were now
rated with respect to one another by differentiating among
employees on the basis of performance.
 There is fifth category, Not Rated, for employees who were too new
to the company or their position to receive an accurate rating
PMS 2009 EVALUATION
 Each position had a base-level monthly salary calculations and
performance based raises.
 Each position had a base-level monthly salary that was modified
upward along a pay policy depending on the number of “job
evaluation points”
PMS 2009 EVALUATION
 Each position had a base-level monthly salary calculations and
performance based raises.
 Each position had a base-level monthly salary that was modified
upward along a pay policy depending on the number of “job
evaluation points”
SUGGESTION & RECOMMENDATION
 Socialize PMS to all employees (focus on line Manager)
 Behavior competency assessment part of merit increase calculation
 encourage coaching culture in organization
 Calibration of employees within organization in different functions
 Performance appraisal and evaluation should not be made so close
to compensations and rewards decisions
 The employee's performance review has to include also tasks that are
outside the job description of employees and the reward system
should be connected to the output and not only to responsibilities.
 it is necessary that performance reviews occur more frequently in
order to put stronger emphasis on employees development and to
understand if there are any improvement in employee’s
performances.
SUGGESTION & RECOMMENDATION
 The company should also increase rating accuracy such as MBO
(Management By Bbjectives), 360 degree feedback
 To create an objective criteria to define each of the rating levels for
each of the dimensions that are being evaluated, and at the same
time make comparison between employees
 Communication between HR and operational levels. When managers
continue to submit uniform rankings, they do not follow the HR
guideline and HR is forced to change rankings to fit the distribution
curve

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