Challenges and Recommendations for Performance Management System at Desklib

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Performance Management System

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PART A
Challenges faced by employees and managers in implementing performance
management system
Aguinis (2013) asserts that to give a guarantee about the successful implementation of
the performance management system, it is essential that employees should try to work on
creating the right balance between the flexibility and consistency (Aguinis, 2013). In various
cases, it is noted that remuneration schemes are driving the system of performance
management that also supports in creating the long-term results of organizational behaviour
as well as culture (Gregory and Levy, 2015). In some other cases, it is analysed that senior
management emphasizes over the scorecard management for holding the people, who are
responsible for creating a scorecard that is not attached with the focused business area, but
instead it emphasizes on different deliverable projects and jobs (Gregory and Levy, 2015).
The biggest challenge is that performance management system lacks the alignment among the
departmental performance, individual performance and organizational delivery so that every
system default moved back to the financial dimensions (Gregory and Levy, 2015).
Implications for staff if challenges are not overcome
One of the adverse effects of performance management system is the enhancement in
competition among the team (Gregory and Levy, 2015). The performance-based reward
system is undertaken in various companies, including shoes manufacturing companies
(Mueller-Hanson and Pulakos, 2017). Through this system, the team has to work hard for
giving better performance than others (Gregory and Levy, 2015).
Alternative perspectives on the implementation challenges faced by managers and staff
The alternative perspective on implementation of issues that are faced by staff and
managers is that at different organizational levels poor measures are created (Locke and

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Latham, 1990). In few other cases targets are fixed, but then no appropriate measure is taken.
In other cases, no information is collected or either kept as the act to track the performance
(Latham and Locke, 2006).
Recommendations for HR leaders to address these challenges
The researcher recommends that yearly planning, as well as budgets, need to be
synchronized with the cycle of performance management (Latham and Locke, 2006). It is
recommended that corporate goals should be translated according to individual goals while
planning for the performance (Latham and Locke, 2006). Employees should be skilled so that
they can come up with right performance measures (Kahneman and Tversky, 1992). Tools of
evaluation should be particular with specific staff categories, where else performance should
be documented all around the year (Latham and Locke, 2006). It is also recommended that
feedback should be given on time and rewards should be delivered on time as per
performance. Culture and high performance should be set up to assist the PMS (Latham and
Locke, 2006).
Role of Employee Engagement in recommendations
An organization with highly committed staff usually outperform with the disengaged
staff on every aspect, including productivity, customer metrics, high performance, and
reduced turnover (Kluger and DeNisi, 1996).
Relationship of the performance management system to other management processes
It is recommended that PMS should relate with another management process, as PMS
try to measure the staff achievement, assess and reward staff behaviour, where else other
methods like strategic human resource decide every job role in explaining its competencies
(Buckingham and Goodall, 2015).

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The viability of technology-supported methods with PMS
In IT world, developments are taking place through agile methods (Buckingham and
Goodall, 2015). This method emphasizes over pushing the development teams to mitigate the
waste time incurred in development cycles and also support in optimizing the time with the
market (Kahneman and Tversky, 1992). Technological approaches in PMS support in
explaining efficiency, speed, and flexibility (Buckingham and Goodall, 2015).
PART B
Performance Management System at Dodo Exclusive shoes
The performance management system at Dodo Exclusive Shoes is the formal process,
and periodic review system which has resulted due to hard work took between collaborator
and boss (DeNisi and Murphy, 2017). The critical value of this exist in the evidence that its
considered as an instrument for all the line managers, working at different levels for
maintaining the touch with colleagues, on the way that it will fulfil the goals and objectives
of work agreed to meet the commitment emanating through the directives and strategic
guidelines of organizational plans (DeNisi and Murphy, 2017). Dodo Exclusive shoes PMS
make sure about the right and timely meeting the goals that are mentioned in the
organizational strategy, and also explore the each employee’s contribution in performance
(Kahneman and Tversky, 1992). It also creates the regular communication among employees
and managers for enhancing the job performance (DeNisi and Murphy, 2017).
Dodo Exclusive shoe objectives behind performance management system are to offer
a right and reliable way in which staff carries out their task (Dodos, 2018). At Dodo
Exclusive shoe assessments system is also directly link to the post, both practical and
dependable (Mueller-Hanson and Pulakos, 2017). They are required to include the
measurement level or verifiable standards (DeNisi and Smith, 2014). Through directly