Case Study Analysis You are a passionate performance management consultant. Because of your expertise in performance management, you have been hired...
You are a passionate performance management consultant. Because of your experTse in performance
management, you have been hired by the CEO of a large company to change a performance appraisal
system to a performance management system. Because you are experienced in bringing about such
transiTons, you know beÂ±er than anyone else that the success of such transiTons depends heavily upon
top managerial understanding of and support for the performance management system at hand. Â²hanks
to your skills, you have managed to educate the top management of your client's Frm and correct their
mistaken belief of equaTng performance appraisal with performance management.
Despite the clariFed understanding of performance management, the top management team is sTll a
hard sell, and they remain skepTcal about whether your proposed performance management system is
any diÂ³erent or more eÂ³ecTve than the performance appraisal system that the company has had in
place for decades. Â²o make maÂ±ers worse, the prevailing aÂ´tude across all levels of the organizaTon
seems to be characterized by the commonly heard statement: "We have been doing this for a long Tme,
and it seems to work just Fne." Moreover, one of the managers has challenged your plan by voicing his
concern that a performance management system might create or increase the demands (such as
excessive paperwork) on managers' and employees' Tme and resources.
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