University Case Study: Disrupted Links and Performance in Omega, Inc.

This case study analyzes the disrupted links within Omega, Inc.'s performance management process. It examines the lack of connection between different stages, including prerequisites, performance planning, execution, assessment, review, and renewal. The analysis highlights issues such as the absence of clear goal alignment, inadequate job descriptions, lack of employee self-assessment mechanisms, and insufficient documentation. The study identifies the negative consequences of these disruptions, such as declining sales and customer dissatisfaction. It proposes solutions like implementing SMART goals, adaptive performance planning, and improved documentation to enhance organizational productivity and address the identified discrepancies. The case study emphasizes the importance of a well-integrated performance management system for achieving organizational goals.

Running Head: DISRUPTED LINKS IN OMEGA, INC
Disrupted Links in Omega, Inc
Name of the Student:
Name of the University:
Author Note:

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How the links are used under the performance management process (case study of Omega,
Inc.)
According to the functional aspects that are associated with the Disrupted links of Omega
case study, some of the major implementation of the respective links within the internal
environment of the organization is mentioned as follows.
1a. Prerequisites- performance planning
The respective organization does not have any mode of accurate link between beginning
two phases of organization process. Although the owners of the franchise laid all the required
prerequisites, the systematic implementation of the respective part was not under the
performance planning system of the organization. Although under this particular part the
managers and employees agreed on the goals, for the core reason where the links were
completely broken, these initiated goal were not related to the part of meeting the customer
service goals associated with the organization.
Apart from these respective factors job descriptions were not developed which described
what is actually required to be accomplished on respective job which included the required
knowledge, abilities and skills.
1b. Performance planning-performance execution
The links that is related to the system of execution and planning exist within the internal
environment of the organization, as the managers and employees in the company have the clear
understanding and idea about the goals and objective associated with the organization. Along

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with this part, in the organization a clear and accurate feedback is provided under the process of
obtaining and reaching the organizational goals.
1c. Performance execution-performance assessment
Currently in the organization there is no accurate and proper link between the parts of
performance assessment to execution. There is no clear path available for the employees in the
area of assessing themselves under the area of goal attainment process. Furthermore, the reason
can be because certain factors related to skills and accountabilities were not identified. There is
nothing to document for the managers except the results.
1d. Performance assessment-performance review
In the organization compared to the current operation, current there is no proper mode of
assessment performed this respective part can completely disrupt the major link associated with
the part of performance review in the organization. Although the employees and the managers
are conducting strong meeting in the part of progress, they do not follow a strong form in the
organization
1e. Performance review-performance contracting and renewal
Currently in the organization performance review is considered to be a formal part of
meeting where in the organization there was no proper mode of performance appraisal form
followed. Discussions were not systematically documented in the required manner, along with
this absence of feedback in the organization continued where franchise owners stated receiving
complaints from the customers regarding low customer quality service followed within the
organization.

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In this, sales associated with the organization started declining. Furthermore, many of the
orders made were incorrect which forced the customers to send the items back to Omega.
1f. Performance renewal and contracting-prerequisites
This part is considered to be moreover effective compared to the performance of omega
in the market operation where under the performance renewal and contracting part the newly
introduced process related to performance management was considered to be far better than the
system of no performance management function in Omega.
But, still the owners of the Franchise were far from the process of meeting the
prerequisites associated with the system of maintaining smooth transition among each
component of performance management process.
In order to fix the disrupted links, some of the major steps that are required to be
followed can be based on the following process.
 The first process can be through the process of establishing proper and innovative goal
setting function through considering SMART goal operations as the major initiative in
Omega Inc.
 The other process can be starting the system of performance management with adaptive
mode of performance planning.
 Improving the organizational productivity through innovative goal management process.
 It is important for the organization in the part of gathering information for the functioning
from different multiple sources to operate in the current and in future.
 Strong documentation must be made with more accuracy and reliability which will help
them to understand the discrepancies and risk factor pertaining in the organization.

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References
Breznik, L., & Lahovnik, M. (2016). Dynamic capabilities and competitive advantage: Findings
from case studies. Management: journal of contemporary management issues, 21(Special
issue), 167-185.
Buckingham, M., & Goodall, A. (2015). Reinventing performance management. Harvard
Business Review, 93(4), 40-50.
Raffoni, A., Visani, F., Bartolini, M., & Silvi, R. (2018). Business performance analytics:
exploring the potential for performance management systems. Production Planning &
Control, 29(1), 51-67.
Sharma, N. P., Sharma, T., & Agarwal, M. N. (2016). Measuring employee perception of
performance management system effectiveness. Employee Relations.

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