Case Study Analysis: Global Human Resource Management and Performance

This case study delves into the realm of global human resource management, specifically focusing on the evaluation processes and performance appraisal systems within an organization. The analysis begins by examining the evaluation process, highlighting its alignment with the strategic needs of the organization and the role of a performance management system in monitoring and assessing employee strengths and weaknesses. The study then explores the impact of 'rank and yank' evaluations on managers, discussing how ratings influence rewards and consequences. It also investigates how such systems can distort performance appraisals, leading to employee dissatisfaction and a perception of the system as punitive. The author suggests improvements, including training, professional development, and counseling sessions to enhance employee performance. It also emphasizes the importance of managerial interaction, employee recognition, and incorporating employee feedback into strategic decisions to improve morale and achieve business goals effectively. References to relevant literature support the arguments presented in this analysis.

Running head: GLOBAL HUMAN RESOURCE MANAGEMENT
Global human resource management
Name of student
Name of University
Author note

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GLOBAL HUMAN RESOURCE MANAGEMENT
Table of Contents
Evaluation process used in the case........................................................................................3
Impact of rank and yank evaluations on the managers........................................................3
Roles of such system in distorting performance appraisals.................................................4
Suggestions or opinions to create better performance appraisal system in the
Organization.............................................................................................................................4
References.................................................................................................................................5

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Evaluation process used in the case
The evaluation process has been used with the help of aligning the process of hiring
or recruitment with the strategic needs of the organisation. The performance management
system has been used as the process of evaluation in this case where the performances of
employees are monitored and also asses their areas of strengths and their weaknesses as well
(Cascio, 2015). The performance management system could also represent the processes
associated with the alignment of the organisation with the vision, mission goals and
objectives with the presence of resources, i.e., the human resources of the organisation
considered here.
Impact of rank and yank evaluations on the managers
Considering the PMS, the managers have created ratings for the employees and also
own self, represented as 1, 2, 3 or 4. The 1 rating represents the highest rating while the rating
4 represent the lowest rating, when the performances are recorded as unsatisfactory. Thus,
for the managers also, the ranks have been provided against each other and one with the
highest rating has been rewarded and praised for his performance whereas the individual with
the lowest rating resulted in termination or serve penalties too (Giumetti, Schroeder &
Switzer III, 2015). As from the case study, it is understood that when an individual receives a
rating of 4 for two consecutive years, then the company has let that person go.
These effects seemed to be positive, as with the rating received as 4 for the first year,
the manager would be able to analyse own strengths as well as the weaknesses, due to which,
such ratings have been imposed. This would help him or her to rectify and ensure remaining
focused on the strategic goals and aim at defending own position effectively to emerge as a
successful manager or employee at the company, i.e., Ford (Barry, Garr & Liakopoulos,
2014).

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Roles of such system in distorting performance appraisals
Many employees considered the performance management system as punitive, i.e.,
corrective and rather believed that for some mistakes or lack of performance, they should be
provided with more opportunities and rectify those areas where they lacked. They considered
counselling and mentoring along with enough development scopes and opportunities so as to
excel in terms of their performance and ensure working at the company for longer period of
time rather than being terminated because of the higher wages paid to the older workers
(Decramer, Smolders & Vanderstraeten, 2013). The performance management system must
be entirely focused on assessing the areas of weaknesses of employees and undertake
measures to improve their performance through acqusitions of skills, knowledge and
expertise while working at the company.
Suggestions or opinions to create better performance appraisal system in the
Organization
I would like to suggest about the management of training sessions, professional
development sessions and also counselling sessions so as to improve the performances of
individuals through acqusitions of new skills, knowledge and competence. It is also important
for the managers or leaders of the organisation to interact with the employees, make them feel
valued by the organisation and praise their performance too, for keeping them motivated and
encouraged as a whole. Moreover, according to me, I believe that rather than criticizing hem
for their mistakes, focus should be placed on improving their potential, which would be
possible with the help of training and developmental programs required to improve their
performance and skills largely too. Providing with better rewards and benefits along with
acquiring their ideas, opinions and feebacks before making any strategic decision could raise
their morale level and ensure that their perform to their potential to achieve the business goals
and objectives effectively.

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References
Barry, L., Garr, S., & Liakopoulos, A. (2014). Performance management is broken: Replace
“rank and yank” with coaching and development. Global human capital trends.
Engaging the 21st-century workforce, 41-52.
Cascio, W. F. (2015). Managing human resources. New York: McGraw-Hill.
Decramer, A., Smolders, C., & Vanderstraeten, A. (2013). Employee performance
management culture and system features in higher education: relationship with
employee performance management satisfaction. The International Journal of Human
Resource Management, 24(2), 352-371.
Giumetti, G. W., Schroeder, A. N., & Switzer III, F. S. (2015). Forced distribution rating
systems: When does “rank and yank” lead to adverse impact?. Journal of Applied
Psychology, 100(1), 180.