The creation of a performance-oriented culture

• Positively viewed by all employees

Manager explains:
Corporate objectives

Departmental Targets

Section Targets

Individual Targets
• Target setting provides direction to employees and facilitated planning of their
activities by prioritizing and channelling their efforts.

• Employees perceived appraisals as development tool to nurture them by

addressing competency gaps and objective setting.

• Some described it as ‘complex task’ and found difficult to set concrete targets
each year.
 External and Internal training sessions

• Fakher Shah an external trainer • Target setting

• Define competencies
• Asif Saeed an internal trainer

• Debates about usefulness of competency measurement had also needed to be

addressed.
• Employees wanted to know how to measure competencies?
• Not much distinguish between good and poor performers.
• Employees not valuing the assessment, because of remote link between rewards
and performance e.g. low increment, same level of increment.
• For a stronger performance culture they should assign 70% weight to
performance objective and 30% to behavioural part.

It is the clarity which needs to be brought regarding both

target setting and competencies