iQmetrix Case Study: Analyzing Performance Evaluation at iQmetrix

This case study analyzes iQmetrix's approach to performance evaluation, examining the effectiveness of different systems like graphic rating scales, relative percentile methods, and no-rating feedback. The study explores employee preferences, stakeholder involvement, and the impact of various methods on employee motivation and organizational performance. It highlights the importance of considering factors such as customer escalations and the nature of departmental work when choosing a performance rating system. The analysis also includes recommendations for improving performance measurement, such as using continuous evaluation and providing targeted training and mentoring. The study emphasizes the need for managers to consider employee perceptions and tailor evaluation methods to specific departmental needs to foster a positive work environment and drive overall business success.

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Name of the student
Name of the university
Author Note:

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Answer 1:
Employers evaluate the performances of employees in order to identify their actual level
of performances. Neher and Maley (2019) mention that ‘employee performance management
(EPM) is one of the most pivotal of HR processes (DeNisi and Murphy, 2017), which can guide
employee performance and have an immense positive effect on organisational success’. Thus,
one can point out that the performances of employees ultimately contribute to the performances
of the organizations they serve. Thus, in words, the performances of the employees can be
perceived as the very reflection of the performances of the organizations. This necessitates the
managers both at the apex level and the middle level ensure that the employees perform highly in
order to contribute to the performance of the organizations. Evaluation of the performance of the
employees enables the managers to identify the employees to perform highly and employees who
perform low. They are as a result able to reward the employees who perform highly and penalize
the employees who perform low. Performance evaluation also enables the managers to identify
the gaps between the expected capabilities, skill levels and knowledge levels of the employees
and the actual knowledge levels of the employees. This identification of the gaps enable the
managements to understand the training needs of the employees to provide them with training to
improve their performance levels. The system of performance of evaluation also functions to
enable the management appraise the employees and provide them with legitimate salary
increments as well as other benefits like work from facilities. The employees are motivated
owing the initiatives of the management like rewards salary increments, training and promotion
to higher levels. They as a result perform more strongly which in turn contributes to the
organizational performances. These employees experience high levels of job satisfaction and
serve the companies employing for a larger span of time. Thus, one can establish that employee

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performance evaluation does not only enable the organizations evaluate and appraise the
employees but also retain them to generate high business performance in the long run.
Answer 2.
The following are the main categories of the performance ratings to evaluate the
performance of employees:
Graphic rating scale:
The graphic rating scale consists of measuring the performances of the employees on
scales like Likert scale. The findings from the performance review of the performances of the
employees are presented in form of graphs before the management. The management then
appraise the employees on the basis of the graphical findings.
Relative percentile method:
The relative percentile method is a modern performance evaluation technique. The
managers evaluate the employees on different predetermined dimensions like the percentage of
target achieved by them and their behavior during urgent business requirements. The managers
then rate the employees on the basis of their actual performance. The uniqueness of this approach
is that compared to the graphical method, the percentile enables managers to measure the
performances of the employees both within the company and the industry.
Nine box grid:
The nine box grid model takes into key performance indicators while measuring
performances of employees. The first KPI is performance and potential. The employees are rated

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in three levels low, moderate and high. The table finds use in making potential business
decisions like succession planning of existing employees.
No rating or written feedback:
The no rating or written feedback method consists of managers providing no rating in
terms of numbers to the employees. The feedback provided deals into the weaknesses in the
performances of the employees which have been identified and the steps which would be taken
to improve the areas of the weaknesses. The system also points out the future development
opportunities which the employees can avail.
Answer 3.
Taplow designed a study to find out the most accepted type of performance evaluation
approaches like the percentile method and the low rating method among the employees. The
research did provide Taplow with the information he was seeking. Taplow found the most of the
employees did not like numerical ratings systems like the graphical rating system and percentile
rating method. The research revealed that most of the employees prefer the no rating only
feedback method. The method motivates the employees to perform more highly to deliver better
performances.
Answer 4.
The aspect which was missing iQmetrix use was stakeholder involvement which have
important role to play in the performance of employees. For example, the processes which
Taplow adopted to measure the performance of the employees did not take into account
escalations received from customers. Customers usually escalate when the employees fail to sere

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them satisfactorily. Thus, in other words escalations in most of the cases directly speak about the
performance of the employees. Thus, Taplow did not consider customer escalations and that the
parameters he had considered did not provide the total information Taplow required to appraise
the employees. A different approach would have been linking the performances of the employees
with customer escalations.
Answer 5.
One can recommend to Taplow that he should use the performance measurement
methods to measure the performances of the employees and encourage then to improve their
performances. The employees view the performance management methods with negative
perceptions and generally distance them from the companies they serve. Thus, Taplow should
use the no rating method which would make the employees feel less scared and encourage them
to participate the performance evaluation process. Finally, one can also recommend to Taplow
that she should indentify the areas in the performances of the employees which are weak and
provide them with training as well as mentoring to facilitate them to improve their performances.
Answer 6.
As far as the systems view is concerned, several factors could be held responsible for
employees preferring one rating system over the other. First of all, the employees belonging to
departments like the marketing whose performance are related to targets like achieve of
marketing targets, would prefer a more quantitative method like the graphical method. Similarly,
employees employed with departments like accounts whose performance are not based on targets
would prefer a qualitative approach like the no rating method.

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The second factor which is responsible for employees preferring certain rating systems is
their own performances. For example, employees who perform highly would generally prefer
methods like graphical method or the percentile method, which would enable them to showcase
their target achievements. The low performing employees on the other hand would prefer a more
qualitative method like rating method which would prevent their low performances being
highlighted before the management.
Answer 7.
Managers may prefer on performance rating approach compared to the other depending
on different factors. For example, the managers may take into account the nature of work
particular departments perform to measure their performances. For example, the preferred rating
system to measure the performances of employees employed in the marketing department would
be quantitative in nature like likert scale and the percentile method. This would enable the
managers to identify the performances of the employees as well as the low performing
employees. This would enable the management to incentivize the highly performing employees
and penalize the low performing employees. Again, the management may opt for a qualitative
approach to the rating system to rate employees of the accounts departments since their jobs are
not target oriented. Secondly, the managers may take into account the general perception of the
employees towards particular rating systems. For example, if the employees are adverse to
quantitative methods, the managers may avoid such methods so as to avoid conflicts. However,
the managers bring bring changes in the employees perceptions regarding ratings and introduce
quantitative rating systems. Thus, one can point out the preferences of managers on rating
systems depends on several factors.

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Answer 8.
The system of continuous evaluation would enable the mangers to rate their employees
on regular basis would have strong impacts. This is because the system would enable the
managers to rate their employees on regular basis. They would be able to point out the flaws in
the performances of the employees and provide them with training and mentoring. The rating
system would improve the perceptions which employees would hold about the companies and
perform highly. This would improve the performances of the organization on the whole.

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References:
DeNisi, A.S. and Murphy, K.R., 2017. Performance appraisal and performance management:
100 years of progress?. Journal of Applied Psychology, 102(3), p.421.
Neher, A. and Maley, J., 2019. Improving the effectiveness of the employee performance
management process. International Journal of Productivity and Performance
Management.