Question 5 Study and analyze the case passage below and answer sub-questions a, b and c. It augurs well for every layperson to avail himself or herself of what organizational performance management does. To create the knowledge and understanding in the subject matter, there is the need to examine the meaning, uses and challenges associated with OPM. Organizational 9 Performance Management is series of activities designed as management process to evaluate, assess or measure individual employees jobs. This should be timely in rating employees to improve work done. It involves identifying goals of the organization to ensure employees use their skills to keep standards. Organizational performance management is the responsibility of Human Resource Manager of an organization for planning and using regular formalized and recorded review (twice a year, January to June and July to December) of the way an employee is performing his/her job well to determining the process/basis for promotion or salary increment. Performance appraisal comes under organizational performance management as a process of determining how well employees perform their assigned tasks relating to job performance measured in quantity, quality, timeliness, efficiency, effectiveness and attendance. It is based on selective approach relating to judgment or objective approach relating to observation of performance of employees jobs for a reward numerically (pay increment, allowances) and award non-numerically (citation, plagues, shields). Performance appraisal is also used for administering wages and salaries as well as promotion. It is faced with challenges in communicating the results to employees. Two uses of it are, it enhances administrative work to take decisions (eg. promotion or layoffs of staff) and appraisal feedback (eg. helps employees to improve on their work). Rating is done by appraisers (raters or supervisors) and appraises (jobholders or employees) subject to open appraisal system (where appraiser and appraisee meet to fill staff performance appraisal form together) or closed appraisal system (where only the appraiser scrutinizes what the appraisee has filled and comes out with his remarks/decisions). The appraiser and appraisees roles cover duties before, during and after appraisal. Thus, the appraisers role as a supervisor is connected with delegating or assigning work to the appraisee as a jobholder or subordinate by giving him/her objectives/targets to achieve plus equipment to be used to that effect and undertaking periodic appraisal/review of performance of staff to recommend promotion after interview. On the part of the appraisee he/she fills the staff performance appraisal forms with his/her name, academic/professional qualifications/experience/salary scale/grade or position and assigned department with responsibilities to be appraised periodically. 10 Approaches for measuring performance are of three-folds: trait-based information, behavior-based information and result-based information. Traitbased information relates to attitudes, initiatives, creativity of performance (qualities). Behavior-based information covers specific behaviors leading to success or failure (good/bad performance in customer care). Result-based information is concerned with the accomplishments of assigned tasks with targets/expectations (outcomes).

a) Assessing a laypersons understanding of Organizational Performance Management, calls for distinction between any two approaches. Give the essence of your choice to explain the two approaches for measuring and appraising job holders.

b) Accounting for the role of the appraiser as a supervisor and the appraisee as a subordinate in performance appraisal of jobs assigned to staff assist in planning performance appraisal. Mention two roles played by each of them in this regard whether before, during or after performance appraisal.

c) Explaining performance appraisal thrives on its uses and challenges. Throw more light on any two uses and two challenges of organizational performance appraisal.