DPHRM - Case Study 03[Performance Driven [DPHRM-S22]]

Chartered Institute of Personnel Management Sri Lanka (Inc.)

Chartered Qualification in Human Resource Management
Competency Batch Level

Performance Driven DP-23-ON-E-243 DPHRM

Subject Performance Management [DPHRM-S22]

Assessment mode Case Study

Handing over date 6th April 2024

Submission Date 2nd May 2024 (Before 5:00 pm)

Word Count 1500 words

CASE STUDY

The organization
“Noveltaas Lanka Pvt Ltd” (NLP) is the sole agent for a leading multinational organization for
mobile phones in Sri Lanka. In addition to functioning as the sole agent, NLP is also a leading
and reputed importer, manufacturer and supplier of electronic equipment. The product range
includes office equipment such as photocopiers, printing machines, computers, computer
accessories etc. NLP also manufactures pens, pencils and all stationery products to the local
market and exports. The sales and marketing arm of the organization is large as it maintains a
healthy market share of 42% in the local market and a healthy growth of 22 % volumes growth
in its exports.
The total staff strength of the organization is 200 +, and it is divided into four divisions,
finance, sales & marketing, HR and manufacturing. The organization follows a hierarchical

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DPHRM - Case Study 03[Performance Driven [DPHRM-S22]]

structure model with a

Board of Directors for
strategic decision-making,
and, senior managers,
middle managers, and floor
staff.

Human Resources and Performance

Performance management aims at building a high-performance culture for both the individuals
and the teams so that they jointly take the responsibility of improving the business processes
continuously and at the same time raise the competence bar by upgrading their skills within a
leadership framework.

Human resource is the most challenging division in the organization as it introduces

motivational, developmental, performance and well-being related activities. While the number
of people is growing, productivity and organizational performance are among the areas the HR
division is focusing on as at now.

Marketing Division

Anarkali Silva just took over the duties as Trade Marketing Manager. She had just returned to
the country after a 01-year stint in an MNC based in Bangalore after completion of her degree
at a prestigious Indian University.

In view of several new branch openings in the North & East region within a short period of
time and new product launches in Colombo and suburbs, Anarkali’s team had numerous
daunting challenges and heavy workload. Anarkali had to travel countrywide intensively to
ensure smooth operations and attend overseas conferences in Singapore. Besides these heavy
schedules, Anarkali was forced to complete the Performance Appraisal of her team, as Mr.
Mervin Silva, GM Sales & Marketing, had given Anarkali the final deadline due to the pressure
exerted by the Human Resources Department to complete the appraisals. She finds it difficult
to spend time on performance discussions but completed the appraisals (6 executives and 36

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DPHRM - Case Study 03[Performance Driven [DPHRM-S22]]

non-executive staff) in one day. Even though the task was accomplished, her staff believes that
performance management is an unnecessary activity without a benefit for them. Sales and
marketing are the front-line activity which makes the final touch to the business with the
consumers and customers to convert the efforts and energy into rupees and cents to the
organization.

Manufacturing Division
The three manufacturing managers, Sanath Nanayakkara, Chanaka Jayasinghe and Anton
Joseph, are experienced hands in the industry who counts more than 20 years of managerial
experience each. They generally do not support a structured performance management system
as they feel it is a waste of time of documentation and discussions. They believe in traditional
instruction based managerial style to complete the task at hand. While the manufacturing
division is the largest in the organization with twenty-eight executives, back-end productivity
and performance are key to organizational success in time availability, cost and waste
management, inventory control, etc.

Finance Division
General Manager of Finance Ms. Chitrangani Meegahakeula is a strict disciplinarian and makes
sure that any work related to the division is done on time and completed on time. The executives
also follow the same principle to complete on time, including the performance appraisals. In
general, finance is the only division that completes the task on time without any reminders and
requests by HR.
But there were a number of complaints from the finance staff on the way the appraisals were
done; a general complaint is that it is one-sided and done with the intention of completion.

HR assessment of the “Performance Management” at NPL

While performance management is practised in the organization for some time, employee
appreciation, managerial acceptance, time spent, and the benefits gained is very poor.
Performance management has become a routinized stationary activity rather than an
organizational performance-focused activity.

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DPHRM - Case Study 03[Performance Driven [DPHRM-S22]]

EXERCISE
Performance Management related issues were brought to the notice of the Board of Directors,
and the Board decided and requested General Manger- Human Resources to do a thorough
assessment and propose an action plan to inculcate proper performance management practices
in the organization.
You take the role of GM- HR and prepare a detailed assessment and action plan in a report
form. The report should include the following.

• Identify the issues related to Performance Management in view of “Stages of

Performance Management Process” by the divisions.

• With the view of educating staff, especially the executive staff, explain
o The “Link between organizational goals with individual employee
behaviour and organizational performance.”
o The aims of “Performance management.”
o “Pre- Requisites” for a Successful Performance Management System

(100 Marks)

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