BUKIDNON STATE UNIVERSITY

COLLEGE OF BUSINESS

Office of the MMBM

Juclyde C. Cababat

MM 214- Performance Management

Wednesday 6:00-9:00 pm

Send to: venessagarcia@buksu.edu.ph

PERFORMANCE MANAGEMENT

MIDTERM EXAM

1. Design a STRATEGY MAP of the organization you are currently connected

to or the company of your preference highlighting the strategic objectives

and the cause and effect relationships while linking it to the different

perspectives of the performance appraisals or the balance scorecards. This

can be best illustrated by integrating the applicable theories discussed on

performance management.

Malaybalay City Agriculture Office Strategy Map

                  
Optimum
Provide cost
Allocation of
effective
Financial funds with no
Programs,  
Perspective remaining
Projects and
balances for
Activities
the year

Internal Relationship
Innovation Cost Effective
Perspective s

     
     
Fun
     
Keen to Learn No back jobs
     
Experience
     
     
     
Think
     
Standard operating
     
feedback as a No elites
     
procedure
     
gift
     
     
Adapt
     
     
improvement High Utilization
     
     
s
     
Learning & Just Trainings and High employee
 Growth compensation workshops ownership

Perspective availability

2. CASE ANALYSIS. Address the issues presented in the case incorporating

the concepts of performance management.

It is January. You are the regional manager of a chain of stores selling

computer equipment and accessories, mainly based on out-of-town retail parks.

Following promotion, a new manager has just been appointed to the MMBM store

which employs 20 staff. The store is currently experiencing a number of challenges

which you wish the new manager to address. Among the store’s problems are the

following:

1. A growing absence problem among the store’s staff.

2. Deterioration in staff morale, largely due to the unpopularity of the

previous manager who left suddenly about a month ago.

3. Sales have been falling since a rival opened up a store on the same site. It

is well known that the rival chain’s products are not only cheaper, but much more

unreliable.

4.The lease on the current property expires in July. The company has an

option on a store of similar size on the far side of town. The rent on the alternative
store would be cheaper, but it is unlikely that all the current employees would be

prepared to transfer to the new store.

You need to get your manager to investigate this issue. The newly-

appointed manager, although highly competent as a team manager has admitted

that financial management is not his strong point. The company has a formal

appraisal process for all staff, but the previous manager is known to have

neglected this area. As regional manager you wish to address this issue.

Although many of the in-store employees have long service, there is still a

problem in retaining newly-appointed staff. Labour turnover currently stands at

15% although the norm for the retail sector is 10%.

     The company operates an annual employee opinion survey. In the last survey,

employees in the MMBM store collectively raised concerns over lack of training.

You have allocations for employee development for the store.

The telephone bill for the store is twice that of other stores in the chain.

Occasional personal calls from the employee rest area are allowed, providing that

permission has been given by the store manager.

The manager of the smaller COB store is currently on sick leave and you,

the regional manager, have agreed that a suitable temporary replacement will be

provided from the MMBM branch.

 
 Based on the above issues, select which you think are the six most

appropriate to be included in an annual performance management plan, and

compile a suitable set of performance objectives for your newly appointed

manager, complete with measures and timescales.

Annual Performance Management Plan

Issues and concerns Actions Taken

1. A growing absence problem  The employee must have to

among the store’s staff. allowable absences per year

 Absences without leave must

have a corresponding sanction.

2. Deterioration in staff morale,  The manager must build

largely due to the camaraderie with his/her

unpopularity of the previous subordinates like hanging out or

manager who left suddenly eat meals together with them to

about a month ago. improve relationships.

3. The lease on the current  Renew the lease of current

property expires in July. The property to continue operation

company has an option on a of the business and lessen the

store of similar size on the far burden of the employees in

 side of town. The rent on the adapting the new

alternative store would be environment.

cheaper, but it is unlikely that

all the current employees

would be prepared to transfer

to the new store.

4. Labour turnover currently  Motivate the employees and

stands at 15% although the increase employee ownership

norm for the retail sector is

10%
5. Sales have been falling since a  The prize of the products can

rival opened up a store on the be also cheaper to cope with

same site. It is well known that the competitor but financial

the rival chain’s products are statement and marginal safety

not only cheaper, but much must also be considered.

more unreliable.  Improve customer service

through courtesy and

accommodating approach with

the customers.
6. Lack of training for employees  Strategized trainings and

workshops per year without

affecting the operations

effectiveness to ensure smooth

standard operating procedure

 at all times.
Performance Objectives for Your Newly Appointed Manager
1. Investigate the prevailing 6 prioritized issues and concerns and apply

necessary actions by the end of the year.

2. Enhance financial management skills by providing systematic

financials statement’s report with no error by the end of the year.

3. Apply the company’s formal appraisal process for all staff by the end

of the year.

4. Improve retaining newly-appointed staff by decreasing the labour

turnover to 10% by the end of the year.

5. Reduce the telephone bill for the store by 50% by the end of the year.

GOODLUCK AND GODBLESS!!!

VENESSA A. GARCIA

PERFORMANCE MANAGEMENT PROFESSOR