Case Study: Performance Management Challenges in Lucy Group, Tasmania

This case study examines the performance management issues within Lucy Group, a business organization in Tasmania. It identifies several key problems, including a lack of proper procedures for performance appraisal, an inadequate structure in performance management leading to issues like po...Read More

Running head: PERFORMANCE MANAGEMENT IN LUCY
PERFORMANCE MANAGEMENT IN LUCY
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction..........................................................................................................................2
Issues....................................................................................................................................2
Lacking Proper Procedure for Performance Appraisal....................................................2
Lacking proper structure in the Performance Management............................................3
Nepotism..........................................................................................................................3
Static/Reactive Performance Management......................................................................4
References............................................................................................................................5

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Introduction
The performance of the employees of the concerned employees are majorly dependent on
the work environment within the given organization (Anitha, 2014; Chen et al., 2014). The
LUCY Group that has been featuring in the Tasmania region has been facing a number of issues
in the management of the performance of the supervisor of the pricing unit of the company. The
following discussion aims to deal with the various issues that are related to the poor management
of the performance of the employees of the concerned business organization.
Issues
Lacking Proper Procedure for Performance Appraisal
The performance appraisal of Jake Randle, the supervisor of the pricing unit of the
company in discussion, LUCY Group, Tasmania, is observed to contain very basic information
on the concerned employee. The appraisal, moreover fails to discuss the actual performance of
the concerned employee. The performance evaluation of the employees is not dependent on the
matters that are related to the job position that is held by the employee. The concerned business
organization is observed to be failing in the matters that are related to the evaluation of the actual
progress of the concerned employees (Jacobs, Belschak & Den Hartog, 2014). The organization
also fails to depict the correct evaluation of the various matters that pertain to the contribution of
the concerned employee to the development of the organization. The contribution of the
employees does have an impact on the matters that pertain to the strategic objectives of the
concerned organization in discussion. The case study reveals the fact that the poor management
of the performance appraisal is not followed within the organization at large (Bednall, Sanders &
Runhaar, 2014). The proper structure within the organization for managing the performance

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within the members of the organization helps in the alignment of the company policies with the
goals that are set by the organization.
Lacking proper structure in the Performance Management
The case study reveals the fact that the concerned supervisor of the pricing department,
Jack Randle does not distribute the jobs among the subordinate employees of the organization in
a proper manner. The cost analysts that have been working under the supervisor reveal the fact
that the concerned supervisor is poor in his management of the members of the workforce who
are his subordinates. The case study further reveals the fact that the concerned supervisor, Jack,
has been making false promises to the employees of the organization regarding the remuneration
hike as well as the promotion the they might receive as a part of the appraisal of their
performance (Ayers, 2015). The pre-occupation of the supervisor, Jack, at the various other
levels might lead to the conditions wherein the concerned employee might fail to address the
roles that he has been assigned by the employer. This might in turn lead to the conditions
wherein the appraisals of the performance of the employees might take place in a poor manner
(Hofstetter & Harpaz, 2015). This in turn might result in the discrepancy among the knowledge
of the employer and the actual performance that is maintained by the concerned employee.
Nepotism
Jack Randle, the supervisor of the pricing unit within the given organization, LUCY is
observed to be involved in the various activities that are related to the nepotism. The relationship
that was maintained by the supervisor with his senior, Peter assisted him in the matters that were
related to the maintenance of the job roles that was offered to him in the first place. The
relationship that the supervisor, Jack Randle maintained with Peter had also helped him in the
matters that pertained to the appraisals that he had received (Pearce, 2015). The activities that

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demonstrate nepotism within the workplace might prove to be detrimental to the health of the
concerned company. The nepotistic practices within the company might lead to the conditions
wherein the senior member of the organization might be displaying the preferential nature
towards the concerned subordinate thereby leading to the conditions of the partiality and
preferentiality within the given organization (Abubakar et al., 2017). This in turn might lead to
the loss of the talent from the concerned organization.
Static/Reactive Performance Management
The case study on the management of the performances of the employees of LUCY
reveal the fact that the company lacks the presence of the dynamic system of the performance
management. The CEO is observed to distribute the tasks among the supervisors. However, he is
observed to fail in the matters that pertained to the collection of the persuasion of the updates on
the given job. The presence of a flexible plan for the performance management is necessary for
the proper implementation of the communication within the given organizational hierarchy
(Pestonjee, Gupta & Delery, 2015). The management should also implement the matters that
bear relevancy to the factors that are related to the documentation of the various events that have
taken place in the past (Iodice et al., 2016). The conditions wherein the poor performance of the
workforce of the organization remains unchecked tends to implement a negative impact on the
ability of the organizational workforce to meet the several strategic objectives that have been set
by the concerned management of the organization.

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References
Abubakar, A. M., Namin, B. H., Harazneh, I., Arasli, H., & Tunç, T. (2017). Does gender
moderates the relationship between favoritism/nepotism, supervisor incivility, cynicism
and workplace withdrawal: A neural network and SEM approach. Tourism Management
Perspectives, 23, 129-139.
Anitha, J. (2014). Determinants of employee engagement and their impact on employee
performance. International journal of productivity and performance management, 63(3),
308.
Ayers, R. S. (2015). Aligning individual and organizational performance: Goal alignment in
federal government agency performance appraisal programs. Public Personnel
Management, 44(2), 169-191.
Bednall, T. C., Sanders, K., & Runhaar, P. (2014). Stimulating informal learning activities
through perceptions of performance appraisal quality and human resource management
system strength: A two-wave study. Academy of Management Learning &
Education, 13(1), 45-61.
Chen, X. P., Eberly, M. B., Chiang, T. J., Farh, J. L., & Cheng, B. S. (2014). Affective trust in
Chinese leaders: Linking paternalistic leadership to employee performance. Journal of
management, 40(3), 796-819.
Hofstetter, H., & Harpaz, I. (2015). Declared versus actual organizational culture as indicated by
an organization's performance appraisal. The International Journal of Human Resource
Management, 26(4), 445-466.

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Iodice, P., d'Accadia, M. D., Abagnale, C., & Cardone, M. (2016). Energy, economic and
environmental performance appraisal of a trigeneration power plant for a new district:
Advantages of using a renewable fuel. Applied Thermal Engineering, 95, 330-338.
Jacobs, G., Belschak, F. D., & Den Hartog, D. N. (2014). (Un) ethical behavior and performance
appraisal: the role of affect, support, and organizational justice. Journal of business
ethics, 121(1), 63-76.
Pearce, J. L. (2015). Cronyism and nepotism are bad for everyone: The research
evidence. Industrial and Organizational Psychology, 8(1), 41-44.
Pestonjee, D., Gupta, N., & Delery, J. E. (2015). Organizing the Performance Appraisal Context.
In Academy of Management Proceedings (Vol. 2015, No. 1, p. 19122). Briarcliff Manor,
NY 10510: Academy of Management.