The paper 'Forced Ranking as a Performance Management Approach for Holmes and Crest" is a good example of a management case study. Organizational employees determine their competitive standing and overall performance. Productivity and consistency will be affected if employees underperform. There has been increased use of upward appraisals and self-assessment by subordinates. Experiential learning plays a huge role in handling low performance. Baron and Armstrong (2005) suggested five ways to manage poor performance; identifying and conceding the problem, establishing reasons for underperformance, deciding and agreeing on needed action, resourcing the action, monitoring performance and providing feedback.
The process needs repetition when performance is found to be below standards. Actions may include offering alternative work or dismissing the employee. Some literature has found that with antecedent conditions kept constant, management of poor performance can include talking to the person, addressing the problem, and giving them space to perform. The loop closes or terminates when the individual has been found to meet the performance standards. Performance management as a Human Resource (HR) strategy contributes to organizational success and as a means of maximizing employee input to organizational performance (Hartog et al.
2004). Performance management is appreciated across the globe with the UK finding motivation and communication also essential. Performance management systems help in decisions regarding promotions, pay, downsizing and assignments, control, coordination, and cooperation. 1.1 Performance management at Holmes and Crest Employees are evaluated against other employees instead of the ordinary measures inflated against pre-determined standards. The conventional process has often seen the bottom 10 percent shown the door while the top 20 percent heavily rewarded (Holbeche, 2005). In the case of Holmes and Crest, there is a general concern over the recruitment and management of talent.
The application of traditional appraisal schemes has been patchy and least understood by the managers being appraised or conducting appraisals. Employees are cynical about the current system because it neither merits the employee nor the employer. Managers find it difficult to understand since the culture of feedback and coaching is lacking (Hartog et al. 2004).
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