Reality Check: Ideal versus Actual Performance
Management System
Submitted To: DR. REZBIN NAHAR
Submitted By:
Name ID
Priam, Nahid Fatema 21-91924-1
Prapti Roy 20-91515-1
Kazi Mahnaz 20-91529-1
Islam MD Aminul 20-91843-3
Question 1: How many of the 14 characteristics of an ideal system are present in the system
you are evaluating?
Answer: Performance management system is designed to fill an essential need which is to assist
with connecting worker exercises with the association's main goal and objectives. It is the key
factor utilized in deciding if an association can deal with its human asset and ability adequately. I
used to work in a residency the executives firm close by my home during my semester break
occasions. The administration has their own exhibition the board system to measure the
presentation of representatives. It would be an ideal framework that I ran over up until now. The
framework has just about 10 qualities out of the 14 given. First and foremost, the framework is
compatible with methodology like clear linkage among individual, unit and authoritative
objectives also harmonious with setting whereby the framework is predictable with standards
dependent on the way of life of the association and the locale and country in which the
association is found. Other than that, the carefulness of the framework and reasonableness as far
as time and assets. The significance of the framework at where any assessments that happen has
its significant outcomes to the association and representative. The framework additionally quite
certain as they give a substantial representative improvement plan and ready to distinguish viable
and insufficient execution of workers at various levels. Besides, the framework is solid because
of the estimation of the exhibition is predictable. It is additionally a normalized framework
where execution is assessed reliably across individuals and time.
At last, the framework is legitimate in light of the fact that the estimation of execution is not
defiled or insufficient. Additionally, transparency of the framework is available where the
assessment cycle is given on a continuous premise, there is a two-way correspondence measure
among the association.
Question 2: Identify two characteristics that are not present at all, or barely present, in
your system. Discuss the implications that the lack of these characteristics has on the
effectiveness of the system.
Answer: For example, if boss tells employee that he can get a five this year but not next so that
the other strong performers can get a five rating at least every other year. The five rating means a
different level of pay raise compared to overall ratings of 4, 3, 2, or 1.
"Acceptability and fairness" aspect of an ideal performance system and the " Standardization " of
measurement is barely present in the system.
Acceptability and fairness: A good system is acceptable to and perceived as fair by all
participants. Perceptions of fairness are subjective, and the only way to know whether a
system is seen as fair is to ask the participants. Employee can ask about distributive justice,
which includes perceptions of the performance evaluation received relative to the work
performed and perceptions of the rewards received relative to the evaluation received. If
a discrepancy is perceived between work and evaluation, or between evaluation and
rewards, then the system is likely to be seen as unfair.
Standardization: Good systems are standardized. This means that
performance is evaluated consistently across people and time. To achieve this goal, the
ongoing training of the individuals in charge of appraisals, usually managers, is a must.
The impact is that this employees knows that no matter what he does in the "off year," he cannot
get a five rating. A perception that the system is not fair from a distributive point of view is
likely to lead to a poor relationship and lowered satisfaction with the supervisor. If a
standardized system is not in place, there are multiple opportunities for fabricating
information about an employee’s performance.
Question 3: Identify one characteristic that is clearly present in your system. Discuss the
implications of the presence of this characteristic on the effectiveness of the system.
Answer: Practically is the one characteristic that is clearly present is the system. The system
designed to be friendly. In other words, the system is most efficient to use by different level of
employees. The involvement of management by providing feedback and coaching, and
recognizing excellent work builds self-esteem among the employees. Besides that, employees are
eager to know how they are performing because they want to do a good job. Thus, they can view
what is good, what could be improved, and even more importantly, how to evaluate their own
work in the existing system of the firm. This shows there is ongoing conversations where the
management had brought up a culture where having ongoing discussions about performance
goals, learning, coaching etc. are happing.
QUESTION 4: identify the characteristic in your system that is furthest from the ideal.
What can be done to produce a better alignment between your system and the ideal? Who
should be responsible for doing what so your system becomes “ideal” regarding this
characteristic?
Answer: The performance management system that is currently been looking into has lacking of
acceptability and fairness. Throughout my working days in the firm, I observed that few
employees aren’t ready to accept the system because they perceived it as unfair. Management
that should be responsible for proper alignment of the system in the organization is Human
Resource Department. They should ensure consistency in rewarding employees, so that
employees understand the fairness of the organization in treating its employees. In an
organization, fairness is affected through employees’ comparisons of their pay to the pay of
others. Thus, having a transparent performance management system ensures that all staff
members are clear that they are being treated fairly. This also avoids accusations of favoritism.
An automated platform with pre-arranged rewards (performance based) for certain achievements.
Besides that, in terms of determining compensation, the HR managers should practice internal
alignment policy. Internal alignment or internal equity is referring to comparisons among job or
skill levels within a single organization. Jobs and people’s skills are compared in terms of their
relative contributions to the organization’s business objectives. HR manager should conduct
work analysis in order to collect information about the job such as duties, responsibilities,
necessary skills, outcomes, and work environment of a particular job. This is to ensure the pay
given to the employee is equivalent to his job structure. The HR managers shouldn’t miss out
any critical information, they could end up not paying the employee correctly. The output of
work analysis is job descriptions. Employee job descriptions clearly identify and spell out the
responsibilities of a specific job. Now, HR manager clearly set up expectations about what
organization wants to achieve. Then, the quality and efficient employees can be rewarded as the
basis of the pay is fair to other employees. Thus, employees’ attitude towards the fairness of the
pay structure affect their work behavior. This could help the system to be an ideal one in terms of
usage and usefulness.
