1

Final Term Assessment (Assignment) Fall 2020

Name:_______________________________ Registration #:____________________________

Program: MBA Morning (36-Credit Hours) Class & Section: Sec B

Course Code & Name: BA5601 SHRM Total Marks: 40 Marks
Instructors Name: Madiha Zeeshan Submission Deadline (Date/Time): 18/01/2020
(11:00 am – 01:30 pm)
Submission Mode: Google Classroom & email at
madiha@szabist.pk

Important Instructions:
- Total allowed time: 2.5 hours (11:00 pm – 01:30 pm)
- Solved Assignment must be submitted to the respective faculty by the due date and time.
- Non-submissions of the assignments will be considered as absence.
- Any attempt to use unfair means will lead to disqualification i.e. plagiarism will be checked for copying
material from internet or other sources (student may use any resources but exact copying or copied
material from any source is not acceptable). SZABIST Plagiarism policy is to be followed.
- Submission Format: MS Word document (only)
- No submission will be accepted after due time.
- Name and registration # should be mentioned on top of the page and on the scanned file
-Submission file name should be your name & Registration no
- You must comply with instructions, written or oral, given by the instructor apart from the general
instruction of assignment.

Section A: Case-based Questions (15 marks)

Performance Management Improvements for Bristol-Myers Squibb
Bristol-Myers Squibb (BMS) is one of the world’s largest pharmaceutical firms and is widely
known for its innovative research. But the firm has not limited its innovations to products.
Several years ago, BMS leaders decided that the company’s performance management system
needed to be re-invented. Specifically, they determined that the existing performance appraisal
process was not working. Managers were “form focused,” meaning that they were so
concentrated on filling out the performance review forms; the content of the forms was not being
used for employee coaching and based on development. Also, most of the attention of managers
and employees was historical and based on what employees had done in the past. Little attention
was being given to how employees could develop and improve in the future.

The most radical steps taken were to totally eliminate the appraisal forms and their rating scales
and to request that managers not discuss pay increases during performance review sessions.
Instead, a new “performance partnership” became the focus. At all levels of BMS, managers
were trained to hold regular meetings with their employees. At these meetings managers and
employees review performance goals expectations.

Together they set expectations and timelines for accomplishing the goals. Rather than meeting
just once a year, the performance partnership update occurs throughout the year. The changes in
the performance management system have led to several positive results. First, employees are

1
 2

more active participants, rather than just getting their ratings on forms and then passively
listening to the managers. Also, a greater amount of time is spent on coaching because managers
were trained on use of a guided feedback approach. This approach has led to more discussions in
which employees and managers emphasize joint problem solving and goal achievements.
Although the system takes more managerial and employee time, the coaching and employee
involvement have created a more positive relationship and improved individual and managerial
performance.

Questions
1. Discuss how this case illustrates the contrasts between the administrative use and
developmental use of appraisals. (7.5 marks)

2. Identify some of the advantages and disadvantages of eliminating the use of appraisal forms
and ratings. (7.5 marks)

Section B: State true/false with only 1-2 line justification (10 marks)
(Each statement is of 2 marks, 0.5 for true/false, 1.5 for justification)

1. The two critical economic challenges business faces are the global trade challenge and the
productivity. True/false

2. Strategic choice is the way an organization attempts to fulfill its mission and achieve long-
term goals. True/false

3. Cost leadership strategy is achieved by creating new product features or a unique customer
service. True/false

4. EEO legislation affords protection to all protected groups and handicapped people within a
protected classification not just the minority group. True/false

5. Companies often cut human resource management costs without considering the impact of
their mover on profits. True/false

Section C: Behavioral Questions (15 marks)

Q1. Motivation has always been crucial when it comes to group work. Suppose you encounter a
situation where your organization has recently went through an appraisal cycle and your team
members does not seems to be satisfied with the appraisal. Assume you are a team leader with
five staff members working under you. How would you tackle the current scenario and motivate
your subordinates to ensure desired outcomes as per organizational goals? (7.5 marks)

2
 3

Q2. With reference to the guest speaker session, how would you convince & motivate your
subordinates or team members to work extra with the same enthusiasm and motivation,
especially in times of Covid-19? Answer in point form. (7.5 marks)

***Best of Luck***
Faculty signature Moderator’s signature

____________________ ___________________