Green Valley
Case Study
GUIDED BY: Prof. Sumita Mishra
Class- MBA-2
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Introduction
● Green Valley Megastore is a business conglomerate with high
variety of business investments. like pharmaceuticals, luxury
hotels, textile manufacturing and exports, and food processing.
● Locating at a prime site, Green Valley ensures to be highly
customer centric & give the best ambience to its customers,
allowing it to a perfect weekend getaway.
● It’s a one stop destination so the families enjoy a day together-
watching movies, eating out, shopping and playing games in an
unmatched ambience and This concept has paralleled the growth
of shopping malls in India. (for families as a perfect weekend
getaway)
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Cont.
● It is spread over 15 stores located at
different parts of India with HQ at
Gurgaon.
● It invested in the multiplexes with floor
size from 20,000 square feet to 40,000
[Link]. in prime locations in different cities
● Aimed at offering a wide choice & variety
of products in a single multiplex.
● It also offered a world class ambience &
service, with the huge choice, and enough
space for them to rest, take a break, &
have refreshments while shopping.
Green Valley’s Performance Appraisal
System:
● Eligible for the PA process: Those who have completed a year in the
company. (No appraisal for contractual staff/part time employees)
● Appraisal Process conducted from February to March by the store-in-
charge.
● Mandatory for all the eligible employees to attend the meeting.
● Employees were Individually informed of the date of appraisal
● They were asked to be ready for any sort of situations/ questions
during the appraisal.
Stage 1: Employees to grade themselves from 1 to 6 (low to high)
Stage 2: Appraisal Committee for each store conducts the interviews (with
various situations/ self-assessment questions for particular rating.)
Steps of Performance Appraisal
STEP-1 STEP-2
Self Appraisal Assessment by the
Appraisal committee:
➔ Should rate him/herself
from 1-6 ➔ Store-in-charge, 2 HR
➔ Based on different members from the
parameters Headquarters
➔ Basis- self assessment
Problem due to Existing
Problems Organisation faced:
Performance Appraisal:
● Increase in the attrition rate. ● High attrition rate.
● Switched to other job ● Biases in the
opportunities. identification of
● Disparity among the employees. (only those
employees. were identified who
● Employees’ Negligence in were given the
their duties. Outstanding ranking).
● Tedious process as a
whole.
Is the performance management system Home
flawed in its entirety?
● The appraisal system was carried out on an annual basis making it an extremely time consuming
process. It took the HR department nearly two months to complete the appraisal process.
● There was no appraisal for contractual and part time employees. Only those who had completed
one year in the organization were eligible for the appraisal process.
● Only the outstanding employees were recognised. The mediocre ones weren’t recognised which
ultimately lead to higher attrition rates.
● There was no feedback system that the employees could use to develop and upskill themselves.
● Only those who were graded ‘Outstanding’ for three consecutive years were eligible for
promotion which lead to further employee demotivation.
● The rating system could be done better, as it was almost entirely based on self rating, which
was often biased.
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Advantages of the current PMS System
The self-rating The appraisal
system gave the process was done
employees a chance keeping in mind
to rate their own the employee
performance and performance and
explain their the goals of the
actions organisation
Complete The appraisal Critical
transparency in process was a Incidents were
terms of the very honest used to cross
appraisal and structured verify and
process process justify the
ratings
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Recommendations
● A proper feedback system could be put in place to motivate the
employees and help them understand their weaknesses and strengths.
● A proper reward and recognition process would help keep all the
employees motivated and reduce the attrition rate.
● Instead of asking employees who performed ‘Poor’, training and
development could be done for those employees.
● Exit interviews could be conducted for those who decided to leave the
organisation so understand the weak points better and work on it.
