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Case On PMS Attock Refinery Limited
Case On PMS Attock Refinery Limited
ACRJ
Management Appraisal at Attock
This case was prepared by
Assistant Professor Syed Aqeel
Refinery Limited (A)
Tirmizi and Faiza Imtiaz of
the Lahore University of Man- Mr. Adil Khattak, Assistant General Manager (Human Resources)
agement Sciences as a basis
for class discussion rather and the senior management at Attock Refinery Limited (ARL) were
than to illustrate either effec- re-evaluating the role of the HR systems in light of the internal
tive or ineffective handling of and external changes that ARL was experiencing. Mr. Khattak, a
an administrative or business
situation. handsome man with a striking presence, sat in his sparsely deco-
rated office and reflected upon the state of the organization’s
Please address all correspon- Management Appraisal System. He had become increasingly con-
dence to: Assistant Professor
Syed Aqeel Tirmizi, Graduate cerned and his challenge was to examine the present system and
School of Business Adminis- make it responsive to the company’s changing environment. While
tration, Lahore University of summarizing the views of the staff and management, Mr. Khattak
Management Sciences (LUMS)
Opp. Sector U, LCCHS noted that the appraisal system was perceived to be subjective, in-
Lahore-54792, Pakistan. adequate in differentiating between high and low performers; and
E-mail: tirmizi@lums.edu.pk. only remotely linked to the reward system.
ORGANIZATIONAL BACKGROUND
C h ie f E xe c u tive O ffice r
M a n a g e r (s a le s & S e n io r M a n a g e r A s s is ta n t G e n e ra l S e n io r M a n ag e r M an ag er
C o m m e rc ia l (P & D & TS ) M an ag er (A c co u n ts ) (O p e ra tio n s )
M an ag er A s s is ta n t M a n a g e r M a n a g e r (H u m a n M an ag er
(T e ch n ic a l (E n g in e e rin g ) R e s o u rc e ) (M a in te n a n c e )
S e rvic e s )
Exhibit 2. (continued)
MANAGEMENT APPRAISAL AT ATTOCK REFINERY LIMITED (A) 33
Exhibit 2. (continued)
C. WHAT HE IS– Consider the degree to which the employee’s PERSONAL QUALITIES contribute to his effectiveness.
q Leadership – Effectiveness in developing in others the willingness and q Drive – Basic urge and energy to get things done?
desire to work towards a common objective.
q Dependability – Reliability in assuming and carrying out the
q Judgement – Soundness of conclusions, decisions, & actions. commitments and obligations of his position.
q Initiative– Ability to take action without being told. q Integrity & Honesty – Degree of honesty and integrity demonstrated
in performing the job.
Comments: *
D. WHAT HE KNOWS – Consider the employee’s KNOWLEDGE in his functional and related fields and his understanding
of environmental matters necessary to effective performance.
q Assigned Work – Knowledge of methods, techniques and skills in his q Company Philosophy and Objectives – Knowledge of the
functional field which are necessary to performance of his responsibilities. Company and its objectives, organization structure, and management
philosophy.
q Related Work – Knowledge of related functions, the understanding of
which has an influence on assigned work. q Development in Profession or Field – Acquaintance with ideas,
trends, techniques, and discoveries (both inside and outside the company)
q Knowledge of Industry practices pertaining to his work.
q Basic administrative skills. q Creative abilities – Abilities to introduce/accept change
Comments: *
E. WHAT HE FEELS - Consider his general ATTITUDE towards the Company and his Colleagues as reflected in his work
which contributes to effective performance.
q Adaptability to Company’s Culture – Ability to adopt local q Punctuality – Regularity in attending work and other assignments.
culture and creating a sense of belonging.
q Dedication – Conscientious for accomplishment of job even some times
q Socializing – Willingness and desire to mix up socially with Colleagues beyond the call of duty.
and other people concerning work.
q Safety & Security – Consciousness for fire prevention, safety and
q Relationship with CBA – Helpfulness in creating conducive and security of the Company’s employees and property.
good working atmosphere with CBA.
Other Factors: *
Comments: *
POSITION:
Exhibit 2. (continued)
MANAGEMENT APPRAISAL AT ATTOCK REFINERY LIMITED (A) 35
CONCLUSION
ACRJ
Management Appraisal at Attock
Refinery Limited (B)
Amidst the changes in the company’s managerial
philosophy and strategy, concerns regarding the adequacy and
utility of the current management appraisal system continued
to surface in early 1999. The internal changes in ARL’s manage-
ment philosophy and the changes in its external environment
were thought to have serious implications for the company’s
HR systems, including the current management appraisal
system. The Administration and Personnel Department was
renamed as the Human Resource Department. In addition as
part of its new management philosophy the company adopted
the Management by Objectives approach. Mr. Adil Khattak,
Assistant General Manager Human Resources, felt that there
was an urgent need to immediately address the issues regard-
ing the appraisal system and to develop a new system that
was in sync with ARL’s new focus and vision. For this purpose,
he advised Mr. Rana M. Akram, Manager HR and his team,
to develop a new appraisal system and encouraged him to
work closely with the senior management team.
FORM – A
(To be filled by the immediate controlling officer and shown to appraisee when completed)
Sr. Area of Performance Yearly Targets Weightage Verification Criteria Targets Rating Net Result
No (W%) Achieved (R) (W%xR)
(4)
(1) (2) (3) (5) (6) (7)
1* ___________________ ___________________________ _________ _________________________ ________ _____ _______
2* ___________________ ___________________________ _________ _________________________ ________ _____ _______
3* ___________________ ___________________________ _________ _________________________ ________ _____ _______
4* ___________________ ___________________________ _________ _________________________ ________ _____ _______
5* ___________________ ___________________________ _________ _________________________ ________ _____ _______
6* ___________________ ___________________________ _________ _________________________ ________ _____ _______
NOTE: In case the employee has not achieved the agreed targets or prescribed standards, due to some reason beyond his
control, state the reason, which should not affect his overall performance evaluation. In that case the rating of last
year shall be treated as the final rating. In-competence or non-cooperation of subordinates and colleagues,
increased rate of absenteeism or mere rush of work should not be treated as reasons beyond control.
REMARKS, IF ANY:
5
Source: Company document
MANAGEMENT APPRAISAL AT ATTOCK REFINERY LIMITED (B) 43
FORM-B
a) Attendance * ____________________________
b) Discipline * ____________________________
c) Counseling or warnings * ____________________________
d) Other activities (positive) * ____________________________
e) Other activities (negative) * ____________________________
4. Steps for the development of the employee taken during the year * _________________________________
DATE SIGNATURE
(APPRAISER)
44 ACRJ
FORM - C
To be filled in by immediate controlling officer and shown to the appraisee when completed.
PERSONAL DETAILS
NAME & SERVICE NUMBER DATE OF BIRTH QUALIFICATION YEARS OF EXPERIENCE DATE JOINED
OUTSIDE THE COMPANY COMPANY
APPRAISEE’S VIEWS
PERFORMANCE REVIEW
(To be filled in by the Appraiser)
Given an overall assessment of performance highlighting noteworthy and key performance strengths after taking into consideration
achievements against objectives, competency dimensions and any unexpected external / other factors during the year which not
covered in the objectives. Indicate achievements as well as areas of improvement. *
1. List the individual’s greatest strengths as determined on the basis of overall performance assessment (This
will provide an important indication of the direction in which development should be planned) *
2. List the areas in which the appraisee needs improvement and development. Indicate briefly the step or plans
for improvement such as training, job rotation, counseling, special assignments etc. *
3. Has the Appraisee expressed any preference about his career pattern? If so, please state. *
- Outstanding = 1
- Good = 2
- Above Average = 3
- Average = 4
- Below Average = 5
SUMMARY OF RATINGS
Yes
No
POSITION / GRADE:
FINAL ASSESSMENT:
(To be Tick Marked)
OUTSTANDING - 1 GOOD -2 ABOVE AVERAGE – 3 AVERAGE - 4 BELOW AVERAGE- 5
COMMENTS: *
REMARKS: *