short case study on performance appraisal pdf

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The Performance Appraisal System and Analysis: A Case Study

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Favourity Veps

Shane J Ralston

Both in the public and private sectors, the process of evaluating job performance can appear highly subjective and conditioned upon personal tastes, biases, prejudices, philosophies and management styles. Widespread perception that evaluations are based on criteria irrelevant to merit can adversely affect the morale and productivity of employees. Because it is the largest provider of services, the public sector is even more reliant on the performance of its employees. So, it is critical that performance appraisal systems be considered legitimate by public sector employees. Yet, rarely are job performance appraisal systems designed with any input from their users. Job descriptions, on the other hand, are typically designed by human resource managers in conjunction with end-users, including management and their subordinates. Overall, the difficulty of designing an appraisal system in a public sector organization that is, one, closely tailored to job descriptions and, two, represents an objective, not an arbitrary and capricious, measure of employee performance, is a matter of much concern. The thesis of this paper is that job performance appraisal systems ought to be cooperatively designed by managers and their subordinates in much the same way that job descriptions are. If the evaluative instrument is a product of such collaboration, employees who are regularly evaluated will be more likely to agree that the results fairly and objectively measure their performance.

Tabitha Meyer

Maniruzzaman Tanvir

DR.C.KARTHIKEYAN DR.C.KARTHIKEYAN

This book prepares students of management who specializes in HRM, or HR related subjects, HR practitioners, Researchers in HR, and includes the dynamic concepts of newer HR paradigms happening across the world, and also caters to the syllabus for BBA and MBA of all the leading Indian Universitities specifically to Anna University, Bharathiar University, Kerala University, Calicut University, and other Indian Universities This concepts in this book will prepare all HR professionals who are evolving into a higher level professionals who can use this book for their challenging and rewarding career. The readers can apply these concepts in their day to day HR functions to have effective practical advancements in their career. Who will benefit from this Book All students and practitioners of HR management and practioners of HR at various levels in any kind of organization will benefit form learning to manage Human Resources. This includes all the students, faculties in colleges and universities, and those who already have HRM and want to become more effective and other professionals who want an improved understanding of managing human resource. This book also fits to the non-business organization like the nongovernment organizations (NGOs), Government Organisations, Health Care Administrative HR Professionals, and non-profit enterprises. The HR functions though occasionally are dynamic as well intriguing, the basics remain the same related the Human nature. The dynamics of HR are now more glocalised in nature as the culture and work practices are almost multicultural and multinational in nature, and hence updating of newer and practically evolving HR practices are required for the HR managers, and this Advances in HRM will definitely fit in. The dynamism in the newer paradigms will soon become the secondary skill for the practicing as well as budding HR practioners.

USAID/Ghana Technical Report produced by Quality Health Partners

Catherine G Schenck-Yglesias , Kwadwo Mensah

The main objective of the assessment was to evaluate the human resources management (HRM) capacity of the Ministry of Health and Ghana Health Service (GHS) in terms of systems effectiveness and efficiency, identifying strengths and highlighting areas in need of improvement. The specific objectives were to: - Review current HRM policies, plans and procedures. - Assess HR data management systems, including personnel filing systems. - Assess staff performance management capacity and systems. - Assess the roles and responsibilities of stakeholders in the HRM systems and their impact on the efficiency and effectiveness of the management systems. - Assess pre-service and in-service training systems including policies, plans and procedures for managing intake and outcomes, and assess the linkages between pre-service and in-service training. - Assess the role of women in the GHS and their opportunities for job advancement. - Provide recommendations for streamlining and strengthening HRM systems in the GHS.

Abrhaley Tewelemedhin

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Performance management: BBC

A case study on using evidence-based practice to reinvigorate performance management practices

The British Broadcasting Corporation (BBC), the UK’s national broadcaster, employs over 21,000 people across various operational and commercial divisions in the UK and worldwide.    In 2020, the BBC had a highly flexible version of the annual appraisal. Jackie Westerman, Senior HR Business Partner at the BBC, explains that there was a belief among leaders that this “just wasn't right for a contemporary modern creative organisation”. Although it was applied well in pockets, it was inconsistent and performance was not discussed as part of everyday life across the organisation. The BBC wanted to get the best out of employees and make it a more attractive organisation to potential recruits, through a climate of high performance and excellent employee development opportunities. It wanted to reinvigorate its performance management practices, putting people at the centre of the process.

This case study demonstrates how evidence gathered was used to navigate this complex process,  and how the approach helped the HR team influence stakeholders and implement its decisions.

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What evidence was used, what insights did the evidence provide, what action was taken, how did an evidence-based approach help.

A starting point was to look at other organisations’ practices and general trends in performance management. Although this was interesting, many examples were not relevant to the BBC’s work and organisational culture. The evidence-based approach drew together:

• stakeholder views: discussion with stakeholder groups, including senior leaders, managers, trade union representatives and diversity network groups
• organisational data: management information, such as key performance indicators (KPIs) and the uptake of performance development reviews, staff survey data and employee focus groups
• professional expertise: insights from HR leaders, in particular from Jackie Westerman, who, at the time, was doing her MSc in organisational psychology, through Jackie’s academic networks and through fellow HR professionals at the BBC
• scientific literature: literature on performance management, in particular through Westerman’s MSc dissertation on the subject.

The HR team and stakeholders reached consensus early on that a key challenge was to get employees and their managers more engaged with performance management practices. But mandating more frequent performance appraisals was not considered enough – there would be a risk of simply ‘doing it badly more often’. Rather, it was felt that employees and their managers needed to reflect more deeply and openly about their work, the impact that they were having, short-term improvements they could make, and their longer-term career development.

The team also realised that to drive a high-performance culture, performance reviews needed to feel fair, positive and useful to employees:

“[We are very aware] how we want people to feel when they come out of this discussion – we want them to feel focused, energised, excited about the work that they need to do,” said Jackie Westerman.

The BBC introduced a six-monthly meeting between each employee and their team leader. The main aim was for this to be a high-quality, two-way, reflective discussion about three things: job goals, performance feedback and career development. Making this shift involved other complementary changes, such as:

• prompting employees to take a lead in setting their goals or targets
• a greater focus on recent successes, current challenges and lessons for future performance
• less of a focus on assessing past performance
• removing standardised performance ratings.

The changes were enabled through webinars and other training and development.

Results were extremely positive in both quality and quantity. For example, whereas previously, only a small proportion of employees had performance reviews with their managers, the first round of the new approach saw 85% of employees having them, subsequently rising to 91%. Employee survey data showed increases in the proportion of employees reporting having clear goals, helpful feedback and discussions about career development. And anecdotally, the HR team saw much more positive attitudes towards performance review conversations. 

Drawing on and synthesising the four sources of evidence helped the team navigate a complex topic. As Jackie Westerman said:

“I very rarely find an absolute answer in the scientific evidence. It’s always nuanced... [and depends on] context. Each source has strengths and weaknesses. It’s that amalgamation of those four sources which enables you to come up with something which is relevant to your organisation.”

The evidence-based approach clearly helped the HR team influence stakeholders. Performance management is often a sensitive topic, and it clearly had interest and strong views throughout the BBC. The evidence-based approach enabled the team to justify and ultimately carry through its decisions. As Jackie Westerman described:

“I was able to present it in a neutral way, saying: ‘This is the design that we have, that I’ve put together for these reasons.’ And after the discussion, I presented senior leaders with an evidence pack... [summarising the research] and some of the organisational data. Then we had a follow-up meeting and [a senior leader] actually said: ‘I can see it. So let’s stick with your design.’”

Although time-consuming, the evidence-based approach was found worthwhile:

“I have found it to be a lot of work and quite lonely work as well at times. But what I have found is that the quality of the design [you end up with] speaks for itself. You can do some elements of being more evidence-based without having to do the whole comprehensive process, but for us, the time invested has absolutely paid dividends in the outcomes that have been achieved... Knowing that what you have designed is absolutely drawing on the very best evidence available at that point – there’s a lot of professional and personal satisfaction in doing that.”

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Performance Pathways: Finding Your Performance Management Fit

Table of contents.

Performance Management Case Study: How Fossil Group Evolved Its Performance Management Practices

Performance Management Case Study: How Benesch Connected the Dots Between Performance and Engagement

Performance Management Case Study: Scooter’s Coffee Uses Performance Management to Drive Employee Growth and Excellence

How Can You See Success in Changing Your Approach to Performance Management?

Your approach to performance management is key to building high-performing teams. Organizations want to maximize productivity so they can achieve their goals. But even though organizations have made changes to their performance processes, less than half of employees say their current performance management is a good use of time.  

Employees say their organizations can do better. They long for easier, more motivating, more meaningful performance management processes.  

There’s not one perfect approach for your workforce. Building your ideal program requires a little experimentation and constant evolution. But it doesn’t have to be complicated or confusing. Backed by more than 20 years of employee experience research, Quantum Workplace has designed four customizable performance pathways that you can adapt to your organization’s unique needs.  

As you navigate the journey of shaping your performance management philosophy, learn from real organizations and read their performance management case studies about the challenges they faced and the solutions they implemented.  

In this blog, we'll share how Fossil Group, Benesch, and Scooter’s Coffee transformed their approach and dive into their performance management case study to show you how you too can be successful  

Performance Management Case Study: How Fossil Group Evolved Its Performance Management Practices  

At a time when the retail industry was undergoing rapid change and increased competition, Fossil Group knew it needed to find more efficient and effective ways to keep its managers focused on performance management and results.  

Fossil Group used a complex, 100% paper process for performance reviews and check-ins for more than 15,000 global employees. They wanted to move toward a digital performance management strategy, but knew they needed to simplify the process first.    

Fossil Group set up four traditional components that were stretched across three strategic touch points throughout the year. These touch points were supplemented with ongoing performance conversations that could be initiated by any employee, at any time.  

As Fossil Group evolved its company-wide performance approach , they were happy to see immediate progress.  

92% of employees participated in goal-setting reviews, setting an average of six goals per employee.  

However, when they dug into the data, they found that 35% of individual goals created were misaligned or did not have an impact on the organization and its strategic priorities. They knew they needed to get better at goal alignment if they wanted to meet important business objectives.  

Explore the three ways Fossil Group simplified performance management.  

1. They scheduled ongoing performance conversations and continuous feedback.  

Although the three formal performance touch points in place were working, Fossil Group knew teams needed to have goal conversations more frequently. They implemented informal “check-ins” that could be launched by any employee at any time.  

To ensure adequate time was made for important performance conversations and other performance-related activities, Fossil Group implemented "Performance Days" — days strictly dedicated to employee performance. On these days, no task-related meetings are scheduled, and all work is set aside for the day. Conversations between managers, employees, and teams are all centered on performance.  

2. They created intuitive goal conversation templates.

Fossil Group recognized that simply having more performance conversations wasn’t enough — the conversations needed to include healthy dialogue, debate, and collaboration from managers and employees. They created 1-on-1 templates to help guide managers and employees through an effective and productive goal conversation.  

Check-in templates could be customized to the needs and work of individual teams and team members. The templates helped ensure conversations were focused on creating clear, aligned, and motivating goals.   

3. They used recognition to keep performance conversations fresh.  

Fossil Group wanted to bring performance conversations full circle by recognizing employee performance daily. They created recognition toolkits for managers including fun notecards, gift cards, and employee recognition tips. They also launched an online, peer-to-peer recognition program that generated an average of 140 recognition stories each week. 

By taking time to uncover the needs of its employees, and delegating time for managers to focus on performance, Fossil Group was able to listen and act on employee voices and evolve their performance strategy for success. 

While many vendors have integrated tools, most of them feel like different solutions that are simply banded together. However, this is not the case when it comes to Quantum [Workplace]. If you can use one module, you can use them all. Additional benefits of this integrated approach include faster ramp-up time for employees, less frustration for the end-user, and higher user adoption. By linking these pieces, you set the stage for predictive analytics as it relates to performance and engagement.

James Webb VP of Global People Development & Engagement Fossil Group

Read Fossil Group's performance management case study: Fossil Group, Inc. Makes Time for Performance With a Strategic Platform That Wins

Performance Management Case Study: How Benesch Connected the Dots Between Performance and Engagement  

Benesch, a leading firm in the AEC industry, faced several challenges in the last several years. They needed employees to understand how their performance was being measured, a more effective strategy for hiring and retaining top talent, and enhanced learning and development tied to succession planning .   

To solve these challenges, they needed to analyze their strategies for effective 1-on-1 performance conversations, feedback, and build transparency and trust between employees and managers.  

The solutions Benesch implemented reduced turnover, boosted employee engagement, and increased participation in development programs.  

By doing these three things, Benesch revamped their performance management strategy and processes:  

1. They identified areas of improvement through feedback and metrics.  

It all starts with feedback. Through engagement surveys and employee feedback to managers, they gathered employee perspectives they could use to understand what was working and where they could improve. They listened to employee feedback, analyzed the data, and used that information to inform strategic decision-making and take action.   

2. They trained managers to have meaningful 1-on-1 conversations.  

Benesch held a training course for managers on how to have successful 1-on-1 conversations with their employees. This helped them communicate better, as well as build transparency. By including clear performance measures in those performance conversations, employees could better understand what was expected of them. By doing this, employees communicated in surveys that they understood performance expectations.   

3. HR empowered managers with data and analytics.  

Managers were given access to their team engagement results and analytics so they could use those to have better team discussions. Those discussions led to improved goal-setting.  

By empowering managers and acting on employee feedback, Benesch proactively updated its talent management strategies to bridge the gap between engagement and performance.  

"The ability to use Quantum [Workplace] tools to listen to employees and ask questions is key to our success. The tools provide a way to support our employees as we grow and consistently keep employee engagement at the forefront and show employees this is important to us. The research capability Quantum [Workplace] offers to clients and new products/functionality have really helped us make decisions and move on initiatives."

Julie Melidis Director of Learning & Development | Senior Associate at Benesch

Benesch Improved Employee Engagement and Retention through Enhanced Performance Conversations, Continuous Feedback, and Comprehensive Training Programs

Salute saw reduced turnover and improve employee engagement by improving their performance management processes. Watch the video to learn how they created an environment of employee success. 

Performance Management Case Study: Scooter’s Coffee Uses Performance Management to Drive Employee Growth and Excellence  

Scooter’s Coffee’s annual employee engagement survey revealed they had an opportunity to improve career growth and development. Employees said they didn’t necessarily have the tools, insight, or opportunity to grow within the organization, even though they were looking for advancement.  

They needed to design career pathways for employees’ career aspirations, but also integrate them into employee conversations with their managers so that goal setting, development plans, and future-focused performance discussions were all aligned.  

1. Fostered regular advisory conversations between employees and managers.  

Scooter’s Coffee conducted bi-annual talent reviews and encouraged frequent conversations between employees and managers. Custom templates were created to gear conversations toward growth and development.   

2. Established top-down goal alignment.

Using a goals tool, Scooter’s coffee increased awareness and communicated organizational and team goals across the company. Employees were encouraged to create personal, development goals to help guide growth and development. 81% of employees adopted goals.  

3. Recognized employees through peer feedback and employee milestones.

Scooter’s Coffee enhanced their employee-centric culture with feedback and recognition. Employees were encouraged to recognize others for their great work.  

And Scooter’s Coffee saw tremendous success! Employee turnover decreased by 5% in a year, with corporate store location noting a double-digit decrease. The organization internally promoted 29 individuals in the first five month.   

“Quantum Workplace has brought teams closer together and aligned groups across common goals and objectives to share partnership and accountability. As a leader of multiple teams, across a broad array of functions, roles and responsibilities, the tool has allowed me to not only be more organized in communicating with and aligning my direct reports, but also to have clear visibility to the communication, development, engagement, and recognition of all levels within my organization.”

Missy McKinley Senior Vice President of Operations Scooter's Coffee

Read the Scooter's Coffee performance management case study: How Scooter’s Coffee Empowered Growth and Success

How Can You See Success in Changing Your Approach to Performance Management?  

When it comes to performance management, each organization’s approach is unique. Crafting your strategy is an evolution. You can’t transform it overnight.    

As you develop your customized process, follow these steps:  

• Read success stories. Find a performance management case study. Take notes about how you can replicate their success.  
• Act on feedback. What are employees telling you in your engagement survey, pulse surveys, and feedback to managers? How can it shape your new process?  
• Make one change. The middle ground between traditional and continuous performance is vast. Find one thing you can do now to move the needle.  
• Train your managers. Make sure your managers understand the change. Coach them in what you expect and how they will operate with the changes.  
• Get employee buy-in. Explain to employees why you’re making the change. After you’ve made the change, ask employees what they think.  
• Repeat the process. Take the feedback you get from employees and make another change for continuous process improvement. Then identify the next action you’re going to take to improve performance management.  

Build your processes and successful habits of performance management. Analyze what other organizations are doing and what works for them. Read their performance management case study. It’ll help you improve your performance management approach every day!  

Ready to find the perfect fit for your performance management needs? Explore our Pathways today.  

Published February 4, 2021 | Written By Jessica McBride

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Critical factors driving construction project performance in integrated 5d building information modeling.

1. Introduction

2. materials and methods, 2.1. procedure for the systematic literature review, 2.2. search strategy, 2.3. tools and software, 2.4. data resources, 2.5. prisma flow for systematic review, 2.6. network analysis, 3.1. development trends for 5d bim in the construction industry, 3.1.1. publications per year, 3.1.2. major countries or regions undertaking research, 3.1.3. key productive authors, 3.1.4. keyword co-occurrence and cluster identification, 3.2. factors significantly affecting the adoption of 5d bim, 3.3. key project performance factors affected by the implementation of 5d bim, 4. discussion, 4.1. evolution of 5d bim in the construction industry, 4.1.1. citation bursts and trend evaluation, 4.1.2. cluster analysis, 4.2. critical factors influencing the implementation of 5d bim, 4.2.1. technology factors, 4.2.2. organizational factors, 4.2.3. environmental factors, 4.2.4. operator factors, 4.2.5. project factors, 4.2.6. government policy, 4.3. key performance indicators affected by the implementation of 5d bim, 4.3.1. project cost performance, 4.3.2. project time performance, 4.3.3. project quality performance, 5. limitations and future research directions, 6. conclusions, author contributions, data availability statement, conflicts of interest.

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Share and Cite

Sun, H.; Khoo, T.J.; Esa, M.; Mahdiyar, A.; Li, J. Critical Factors Driving Construction Project Performance in Integrated 5D Building Information Modeling. Buildings 2024 , 14 , 2807. https://doi.org/10.3390/buildings14092807

Sun H, Khoo TJ, Esa M, Mahdiyar A, Li J. Critical Factors Driving Construction Project Performance in Integrated 5D Building Information Modeling. Buildings . 2024; 14(9):2807. https://doi.org/10.3390/buildings14092807

Sun, Hui, Terh Jing Khoo, Muneera Esa, Amir Mahdiyar, and Jiguang Li. 2024. "Critical Factors Driving Construction Project Performance in Integrated 5D Building Information Modeling" Buildings 14, no. 9: 2807. https://doi.org/10.3390/buildings14092807

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