Performance Management Case Study

Paul has his appraisal and is worried about it, as he doesnt feel that he has achieved the objectives that were set at his last appraisal meeting. There are several reasons for this: he has been overloaded with extra work due to a colleague being off sick and he had not had the opportunity to spend as much time as he would like on developing his own job. He has asked for support from other colleagues, but none has been forthcoming as everyone is so busy. Paul doesnt like to create a fuss, so has just got on with things without complaint, but now is worried because he hasnt completed everything he should have.

He had also been promised some training to help him learn new techniques, but budget cuts and lack of time have prevented Paul from attending the course. He feels that in view of the circumstances, it is unrealistic to expect him to accomplish all the objectives set.

In the appraisal interview, Paul discusses this with his manager and puts his side of the story. The manager has been under pressure himself and didnt realise that Paul had been experiencing such problems, nor that he needed help and support. As a result, the manager acknowledges Pauls effort, offers Paul some additional help and agrees that the objectives were unachievable, given the circumstances.

The two of them discuss and agree a new set of objectives that are less ambitious for the coming six months and agree to set some specific dates for the training course he was promised. Paul feels much better after the appraisal, having been able to discuss this issue and feels that something will now be done about it. He is both relieved and re-enthused about the job, as he feels that the new objectives are achievable. The appraisal has also been useful in allowing both parties to get together and discuss the problems and achieve a satisfactory outcome.

Source: Leatherbarrow and Fletcher (2019, p. 278). Activities:

1. Are the finally agreed performance objectives satisfactory? Justify your decision.