Reference no: EM13956337 , Length: word count:1200

Please make sure the assignments done properly and as per the requirements. since its for the finals and need good marks to pass this course.

- Your task is to prepare an academic report based on the case study Appraisals at Yarra Bank on pages 347-348 of the textbook. A copy of this case study is available on the Moodle site. Your report should cover the following areas:

- The major stakeholders involved, and what their perspectives would likely be.

- The environmental influences (both external and internal).

- An analysis of the current system, including its strengths and weaknesses.

- A recommendation for how Yarra Bank could improve their performance appraisal system (suggestions need to be justified with relevant academic sources).

- While you can choose to structure your report around these four areas, there is no requirement to do so, provided these areas are covered in your report in some way.

- This written assessment is designed to assist you to develop skills in the analysis of a typical business situation. It requires you to analyse the current situation of the case study, identify and specify the organisational issues, and provide to management practical and appropriate recommendations based on the existing literature regarding people and performance management.

- This assessment will also give you the opportunity to enhance your research skills, critical thinking and analysis skills, and written communication skills, particularly in the area of developing an argument in the context of business report writing. Students are expected to engage in extensive research within the academic literature, using at least eight (8) academic references.

Case Study - APPRAISALS AT YARRA BANK

Yarra Bank has a five-level performance appraisal system using a forced ranking distribution. Superior performers (the top 10 per cent) are rated 1, good performers (the next 25 per cent) are rated 2, acceptable performers (the next 45 per cent) are rated 3, marginal performers (the next 15 per cent) are rated 4 and unsatisfactory performers (the bottom 5 percent) are rated 5. Employees rated 5 are given 3 to 6 months to improve their performance before they are considered for termination. Salary increases (awarded to those rated 1, 2 or 3) and bonus payments (awarded only to those rated 1 or 2) are performance related. Employees rated 4 and 5 are given only legally required increases. Although meant to be confidential, employees quickly learn the ratings of other people in the organization. Those with a 1 rating are referred to as 'stars', those with 'a 2 rating are called 'starlets' and those with a 4 or 5 rating are called 'dogs'. Employees rated 3 are called 'workhorses'.

Problems arise when a 'star' is perceived by co-workers as really, belonging to another ranking group. This fosters envy and a reluctance to communicate and cooperate. The typical attitude is that if they are hotshots, let them solve the problem. Likewise, a problem exists with a number of employees rated 3 because they regard their rating as really meaning that they are only average. As a result, they become demotivated, and the better ones (the borderline 2's) quit the company. Finally, a major source of contention exists with those graded as 'dogs'. Employees rated 5 who belong to a union are seen as being treated more leniently when it comes to pay increases and terminations than employees who are not union members. Although the company denies favouritism occurs, it is recognised that some managers are reluctant to fire troublesome non-performing employees who belong to a union (and especially those who are members of the United Union of Australia).

A major problem also exists with those rated marginal. Although a distinction is made in the performance appraisal record between employees who have been given a 4 rating because they are new or learning a job and those whose performance is rated marginal because, although trained and experienced, they are failing to meet performance standards.

Although originally promoted as a management program, over time the performance appraisal program has become regarded more as a HR department exercise. One consequence of this is that many managers claim that the forced 'distribution of employees (where managers rank each employee from 1-5) creates too much ill feeling and, is not fair. Some managers (especially the more politically powerful), argue that their department is different (because most of their people are stars or starlets) and refuse to rank anyone as a 4 or 5. Managers who strictly follow the system feel that their employees are disadvantaged as a result. The annual performance appraisal program thus creates considerable tension and dissatisfaction among Yarra Bank's managers and workers.

DISCUSSION QUESTIONS

1. Identify the major stakeholders and explain their likely views of the existing performance appraisal program.

2. Identify the strengths and weaknesses of the present program.