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  • Case 01, Sanjida Afrin Jui (1930462)

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    Siam Bhuiyan
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    1. Mr. Mashroo was expecting a promotion after exceeding goals for five years, but did not receive one. The reasons for denying him the promotion are unclear. One possibility is criticism of his interpersonal skills by field staff. However, the VP of Marketing confirmed recommending Mr. Mashroo for promotion, implying the HR department may have altered the grading. 2. There is a lack of communication between departments, uncertainty around decision rationales, potential adjustment of evaluations without transparency, and inconsistent promotion standards and feedback. 3. The VP of Marketing should explain why his promotion suggestion was not followed and outline expectations for Mr. Mashroo's improvement. The HR Head should investigate the discrepancy and ensure

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    1. Mr. Mashroo was expecting a promotion after exceeding goals for five years, but did not receive one. The reasons for denying him the promotion are unclear. One possibility is criticism of his interpersonal skills by field staff. However, the VP of Marketing confirmed recommending Mr. Mashroo for promotion, implying the HR department may have altered the grading. 2. There is a lack of communication between departments, uncertainty around decision rationales, potential adjustment of evaluations without transparency, and inconsistent promotion standards and feedback. 3. The VP of Marketing should explain why his promotion suggestion was not followed and outline expectations for Mr. Mashroo's improvement. The HR Head should investigate the discrepancy and ensure

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    5 views1 page

    Case 01, Sanjida Afrin Jui (1930462)

    Uploaded by

    Siam Bhuiyan
    1. Mr. Mashroo was expecting a promotion after exceeding goals for five years, but did not receive one. The reasons for denying him the promotion are unclear. One possibility is criticism of his interpersonal skills by field staff. However, the VP of Marketing confirmed recommending Mr. Mashroo for promotion, implying the HR department may have altered the grading. 2. There is a lack of communication between departments, uncertainty around decision rationales, potential adjustment of evaluations without transparency, and inconsistent promotion standards and feedback. 3. The VP of Marketing should explain why his promotion suggestion was not followed and outline expectations for Mr. Mashroo's improvement. The HR Head should investigate the discrepancy and ensure

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    © All Rights Reserved
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    of 1

    Case 01

    Sanjida Afrin Jui (1930462)

    1. Ans: 1. The issue with Mr. Mashroo is that, although exceeding goals for the previous five years and
    receiving assurances of promotion, he did not receive one. Who precisely is keeping him from getting
    promoted is unknown. One possible explanation, according to Mr. Chatterjee, could be the field staff's
    criticism of Mr. Mashroo's weak interpersonal skills.
    But Mr. Venkatraman (VP Marketing) confirmed that he had suggested Mr. Mashroo be given the
    promotion, implying that the grading may have been altered by the HR department.

    2. Ans: The problems in the performance appraisal system of the company include:
    - There is a lack of clear communication between departments, which causes uncertainty about the
    rationale behind choices.
    Potential adjustments to performance evaluations that lack openness or a transparent rationale.
    - A lack of precise promotion standards, which gives the impression of unfairness.
    - Inconsistent feedback: Various senior leaders gave Mr. Mashroo various instructions.

    3. Response: What is anticipated of the HR Head and VP of Marketing is:

    • VP of Marketing: Mr. Venkatraman needs to explain to the HR division why the promotion
    suggestion was not carried out. In addition, he ought to outline for Mr. Mashroo what has to be
    improved upon and lay out expectations for the future.
    • HR Head: Mr. Ramnani needs to investigate the discrepancy between the final decision and the
    VP's recommendation. He should make sure that the promotion process is transparent and that any
    modifications to judgments or ratings are supported by documentation.

    4. Ans: To avoid this situation in the future:


    - Establish a clear, transparent promotion procedure with documented decisions and transparent criteria.
    Maintain regular lines of communication across departments, particularly about important choices such
    as promotions.
    - Provide a feedback system so that staff members may understand their performance and areas for
    development.
    - Managers and HR staff can attend training classes on efficient performance reviews and communication.
    It is possible to set up an appeals procedure for workers who believe their appraisals were conducted
    unfairly.

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