A case study about the TAJ group and its HRM approach PDF

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  TAJ Hotel Group Workshop Activity Relevance to the module The case highlights the benefits and challenges of implementing performance management in the organisation. It provides an opportunity to discuss the advantages and disadvantages of contrasting performance management systems (PMS) – informa...

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TAJ Hotel Group Workshop Activity

Relevance to the module The case highlights the benefits and challenges of implementing performance management in the organisation. It provides an opportunity to discuss the advantages and disadvantages of contrasting performance management systems (PMS) – informal and formal PMS and when it might be advisable to make ‘exception to the rule’. In addition, the case serves to discuss performance management from the point of view of subordinates through the balanced scorecard. Employees with different skills and motivation will respond to performance management system in different ways. This case fits well with organisational behaviour, human resource management, and career management. Learning Objectives 1. To help students understand the value of performance management systems 2. To help students appreciate the challenges of aligning performance management systems with corporate strategy 3. To help students appreciate the characteristics of informal performance management systems, their effectiveness and abuses within an organisation 4. To help students understand the changes in social relations brought about by formal performance management systems 5. To help students appreciate how PMS can serve personal objectives and corporate strategy (pros and cons) Discussion Questions 1. Evaluate (i.e. compare and contrast) the performance management system at TAJ under Kerkar and Kumar. 2. What are the strengths and weaknesses of each system? Why would Kumar launch such an extensive reform? 3. What should Kumar do about Bhowmick’s request? Justify your position. 4. How would the new system affect ‘A’ or star employees? Would the new system have a different effect on the motivation of solid ‘B’ players? How will you keep everyone on board? Justify your choices

  This  document  is  authorised  for  use  only  by  Paschal  Anosike  for  academic  instruction  to  students   studying  7HR011.  Copying  and  posting  is  an  infringement  

 

Suggested Readings

>Bach, S. (2000) ‘From Performance Appraisal to Performance Management’. In Bach, S. and Sisson, K. (eds) Personnel Management: A Comprehensive Guide to Theory and Practice, 3rd edition. Oxford: Blackwell, 241-286. >Brady, N. (1987) Rules for making exception to the rules. Academy of Management Review, 12(3), pp. 436-444 >Hazucha, J. F., Hezlett, S. A. and Schneider, R. J. (1993/2006 SI). “The impact of 360-degree feedback on management skills development.” Human Resource Management 32(2,3): 325-351. >Karl, K. A. (1997). “The Art and Science of 360-degree Feedback.” Academy of Management Executive 11(3): 100-101. >Kerr, J. and J. W. Slocum, Jr. (1987). “Managing Corporate Culture Through Reward Systems.” Academy of Management Executive 1(2): 99-107. >Delong, T. and Vijayaraghavan, V. (2003) Let’s hear it for B players. Harvard Business Review, 81(6), pp. 96-102 >Guest, D. (2011) Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21(1), 3-13 >Newton, T. and P. Findlay (1996). “Playing God? The performance of appraisal.” Human Resource Management Journal 6(3): 42-58. >Poon, J. L. (2013) Effects of benevolence, integrity and ability on trust-in-supervisor. Employee Relations, 35(4), pp. 396-407. >Kaplan R. and Norton, D. (1992) “Balanced Scorecard—Measures that Drive Performance,” Harvard Business Review 70 (January-February): 71-79, and >Robert Kaplan and David Norton (1996), “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review 74 (January-February): 75-85. >Wright, P. and McMahan, G. (2011) Exploring human capital: putting humans back into strategic human resource management, Human Resource Management Journal, 21(2), pp. 93-104 >Becker, B., Huselid, M. and Ulrich, D. (2006) The HR Scorecard: linking people, strategy and performance. Massachusetts, Boston: Harvard Business School Press >Yagil, D. and Medler-Liraz, H. (2013) Moments of truth: examining transient authenticity and identity in service encounters. Academy of Management Journal, 56(2), pp. 473-497 >Yukl, G. (2012) Leadership in Organisations. (8th edition), Upper Saddle River, USA: Prentice Hall

This  document  is  authorised  for  use  only  by  Paschal  Anosike  for  academic  instruction  to  students   studying  7HR011.  Copying  and  posting  is  an  infringement  

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