Group Assignment

On
The impact of Covid-19 on the
Performance Management System of
Submitted to
an Organization.Submitted by
Jackown Arpon Kumer Das Jannatul naria
Assistant Professor, Id: 913213001 Id: 913213023
UIU Md. Saidul Islam Shahanaz Parben
Id: 913213018 Id: 913212033
Md. Monjurul Islam
Id: 913213011
Table of Contents
1. Abstract
2. Introduction
3. Overview of the Organization
4. Pre Covid-19 Condition of PMS
5. Post Covid-19 Condition of PMS
6. Our Analysis on the Current Condition (Positive / Negative)
7. Our Relevant Recommendations
8. Conclusion
9. Reference
Abstract
1. COVID-19 outbreak significant changes in the way service organizations
work, affecting employees’ routine and activities.
2. Pushed new ways of working that can become an integral part
of the post-pandemic world.
3. Employers are suffered from financial hazards like lack of liquid money and
Employees are suffered from lack of Jobs in the respected market.
Introduction

1. Impacts on GDP of Bangladesh growth rate was in 5.2 in 2020 prior to the crisis, the
the economy had been growing close to 7 per cent annually.
2. The pandemic has hit Bangladesh’s economy and labour market especially micro, small
and medium enterprises to sustain their business operations.
3. Impacts on going out from home for work, working schedule and the Performance
management system of the company.
Overview of the Organization
1. The Haque Group of companies was established in 1972 by Founder Chairman Alhaz
Abdul Haque.
2. The management of the company believed that producing quality products and
maximum customer care satisfaction.
3. At present they are manufacturing all kinds of Pesticide products like mosquito coil,
Insect killer, Cockroach killer etc.; Homecare products like Dishwashing gel,
Dishwashing bar, Floor cleaner, Glass cleaner, toilet cleaner, Hand wash etc., Shoes &
Sandals & Textile Printing Cylinder, Published Daily News Paper and all kinds of
Garments Accessories.
4. Address of the Company
Head Office
Ibrahim Chamber
95,Motijheel-C/A(2nd&3rdFloor),
Dhaka-1000, Bangladesh.
Pre Covid-19 Condition Of PMS
To meet the mission and vision of the company sets the following goals prior to the Covid-19
pandemic.
A) Goal setting: Formal performance management cycles will involve goal setting.  Setting short
term goals on an ongoing basis can be an important motivator for staff members. It provides role
clarity which enables the employee to reprioritize their work.
B) One to one meeting: 1. Regular one-on-one meetings play a key role in setting performance
expectations.  the one-to-one meeting is a key opportunity to have an in-depth
discussion, understand what is happening, identify areas for development and grow relationships.
2. A key tool for managers to set clear expectations and ensure coherence across
different workstreams and ensure productivity.  
C) Feedback: Face to face is best for delivering sensitive feedback discussion can be
instantaneous. Words and tone of voice do have a significant impact on how the message is received
by workers. 
D)  Role of recognition: Formal appraisal ratings feed into career progression and
development decisions. The benefits of recognizing performance and contribution include a more
engaged workforce and improved talent retention. Recognizing performance is an opportunity to
give employees a sense of meaning and purpose in their work.
 Post Covid-19 Condition of PMS
PMS is designed to reflect on progress made towards annual objectives or identified goals, and
outline performance expectations for the remainder of the year. The company encourages managers
and employees to adapt check-in conversations in four ways as follows below.
A) Focus on Contribution, Not Performance: After Covid-19 assessing performance will be
harder given changes in business priorities and personal circumstances that have likely affected
employees’ ability to meet performance expectations. The organization is asking managers to focus
more on behaviours than outcomes when assessing performance whether workers are meeting the
rigid target.
B) Adjust the agenda of check-in conversations to acknowledge new realities: The company
asks HR managers must exercise empathy during regular conversations with employees for their
well-being and safety as a priority – not questions around productivity or even performance.
C) Enable flexible goal setting: The company encourages and enables employees to adapt goal
setting to keep pace with dynamic business shifts. PMS Focuses on shorter-term prioritization of
workflow rather than long term goals to achieve the targets.
D) Help employees prioritize through short-cycle work planning: Company ensures that
employees continue to have informal conversations with their managers to fix the short-cycle work
plan. They are important opportunities for employees to adjust their goals and identify ways they
can upskill to remain relevant in the new work environment in the Covid-19 pandemic situation.
 Our analyses on the current condition are negative. The negative impacts of Covid-19 on the
Our Analysis on the Current Condition (Positive/ Negative)
Performance Management System push it backwards in any sector of the companies or socio-
economic and political spheres. Negative impact on the company as well as PMS in four ways as
follows below.
A) Impacts on access to work and effective working arrangements: Employees could not come
to work due to the pandemic. Among those reporting to have been affected by the pandemic in
terms of access to the workplace.
B) Share of workers unable to work by firm size, type and industry: The share of women
employees in this company had less access to work during the log down period. Overall, 30 per
cent of women employees were unable to work due to the pandemic.
C) Financial impact on businesses: The pandemic has created numerous financial problems for
this company. The payment of wages and social security contributions was the biggest concern of it.
D) Impact on business operations: The biggest challenge caused by the pandemic has been the
shortage of cash flow. The main cause for this is the decline in sales due to reduced demand and the
increased difficulty of obtaining financing. The shortage has likely been caused by employees
termination and impacts negatively on PMS.
Our Relevant Recommendations
1. We should rethink our PMS policies to shape the marketing communication strategy to
stimulate demand for goods and services to re-establish the disrupted markets.
2. To build a resilient and competitive industrial sector and to achieve inclusive and
sustainable industrial development, it is important to develop relevant policies of PMS to
mitigate the pandemic’s impact.
3. We should take several actions that were identified as potential strategic guidance for
government and relevant stakeholders in supporting Bangladesh’s private sector as well as
PMS of organizations. A support programme and potential policy responses should be
built.
 Conclusion
1. COVID-19 pandemic has more critical aspects in the social domain which needs to be
looked at through a sociological rather than administrative perspective.
2. We should take significant actions under long-term targets which are related to individual
and group level attitudes. We should think about our PMS policies and need to take
pandemic friendly Performance Management Systems.
3. We should motivate the employees to develop their productivity as well as we should ensure
the Covid-19 Pandemic friendly work schedules.
4. We should think about the Covid-19 situation to maintain the PMS of a company and should
think about the employee-friendly policies that achieve the goal of that company.
 Reference
1. https ://www.worldometers.info/coronavirus/#countries, 2020.

2. Arj Bagga, a director at Gartner, advising HR leaders, COOs

and CEOs on people strategy, change management, organization
design and performance management.

3. Impact of Covid-19 private sector: Firms/Enterprises,

UNIDO, Cambodia, June 2020.
4. Journal of Social and Economic Development (2021) 23
(Suppl 3): S568–S581
5. https://doi.org/10.1007/s40847-020-00107-
6. https://haquegroupbd.com/
 The End
of
The Presentation