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Pms
1. EFFECTIVENESS OF PMS AS A
PEOPLE ALIGNMENT & PEOPLE
DEVELOPMENT TOOL
A.N.T Fernando (ANDHRM/KA/121022)
H.M.M.R. Wijerathna (ANDHRM/KA/121006)
A.H.S.S.S. Ariyarathne (ANDHRM/KA/121001)
K. I. Samararatne (ANDHRM/KA/121003)
2. Contents
Introduction:.................................................................................................................................................3
Objectives of the study:................................................................................................................................4
Methodology:................................................................................................................................................4
Selected organization: ..................................................................................................................................5
Application of PMS:.......................................................................................................................................6
Critical review: ..............................................................................................................................................7
Critical success factors and the areas to be developed:...............................................................................8
Recommendation:.......................................................................................................................................10
References: .................................................................................................................................................11
3. Introduction:
Performance management is a systematic process of improving organizational performance by
developing the performance of individuals and teams. In this study the target of ours was to
visit one of the largest firms in Sri-Lanka and to identify how well they have used Performance
Management System or PMS in short in order to achieve the key factors of aligning employees
towards organizational goals and how PMS is used as a people development tool.
Bank of Ceylon, the organization we considered in our study to understand the effectiveness of
PMS as a people alignment and people development tool is one of the most recognized banks
in Sri-Lanka and posses a rich history of more than 60 years. During our study on the topic in
relationship with Bank of Ceylon, what we realized is that no organization can survive this long
if it is not having proper people alignment tools. So we decided to pay a visit to the Cey bank
house, Kandy super Grade branch and met with one of the personal managers there who
helped us a great deal with all the questions we had regarding PMS in Bank of Ceylon.
4. Objectives of the study:
The main objectives of our study are;
To identify how PMS orient the individual and team objectives with the organizational
objectives
Employee development inside the organization
How the performance management system and the performance reviewing is
differentiated
To identify the successful PMS factors
The factors of PMS that should be improved
Methodology:
To learn the above mentioned objectives of the study in our selected organization, Bank of
Ceylon, we went to the Kandy super grade branch. And we conducted an interview with one of
the personal managers and gathered the information for our study. Thereby we learnt that how
the individual goals are set and aligned along the co-operate objectives, how the performance
of the employees are reviewed and appraised, the methods of developing the performance of
employees and many more facts.
Also we’ve got to see and refer some of the appraisal forms of managerial level and clerical
staff. But due to the regulations for the internal documents and properties, we were not
allowed to have a copy. But referring those forms we could identify both the positive and
negative aspects of the Performance management system of BOC.
5. Selected organization:
To study the effectiveness of performance management system as a people alignment and
people development tool, we selected an organization that has a superior management
scheme. That is one of the leading government own, major commercial banks in Sri Lanka, the
Bank of Ceylon. We chose the Kandy super grade branch to carry out our study.
Bank of Ceylon has a great history of more than 60 years and it has more than 300 branches.
BOC has a management structure as follows;
General Manager
Chairman of the board
Board of directors
CEO
Risk management
Deputy General
Manager
Audit
Finance and
planning
Co-operate &
offshore banking
Human Resources
International &
Investment
Information
technology
Sales & Channel
management
Retail banking
Research &
development
Secretary
6. Application of PMS:
In Bank of Ceylon, there is an excellent application of PMS. The co-operate plan for the whole
year is decided by the top level management and divides it among all the branches. According
to the objective which has been set to one branch, the individual objectives of the branch
manager and with respect to that, the individual objectives of the whole staff are set. Likewise
there is a proper alignment of objectives is there.
Even though the employee objectives are well directed towards the achievement of the
organizational goals, the performance of employees are thoroughly reviewed every month in an
official review meeting. So that they are given the necessary instructions and let them
understand and focus on the performance areas to be developed. This shows how BOC is
carrying out the PMS effectively. Other than the review, the performance of the employees is
monitored every day and they are constantly provided the feedback. Likewise there is a good
management of performance.
While conducting an excellent performance management system, BOC has a fine performance
reviewing and appraisal system with a five level scaling system.
7. Critical review:
Performance management is a systematic process of improving organizational performance by
developing the performance of individuals and teams. Performance management systems
enable organizations to automate and optimize their performance process and align employee
development and goals with cooperate objectives. Performance management understands and
demonstrates good performance, makes an appraisal and provides a real time feedback which
leads to a huge improvement of performance.
To accomplish the multiple goals of performance appraisals, most organizations are leaning
toward a continuous program of performance management that is very important to both the
professional success of an organization and the personal advancement of its employees.
There is a significant difference between performance management and performance
appraisal. Performance management needs a great amount of commitment, dedication and
willingness to focus on improving performance of individuals or teams every day, since it
requires constant inspection and supervision. Performance management could have informal
meetings, trainings and many other things to develop workers.
Basically performance management is a continuous and natural process that clarifies mutual
expectations; emphasize the supportive role of managers. In contrast, performance appraisal is
a formal assessment and rating of employees which carries out in a review meeting once or
twice a year by their supervisors. It usually operates as a top-down and largely bureaucratic
system owns by HR rather than line managers. The annual performance appraisal is a three part
process of an ongoing performance management process that is preceded by performance
planning (i.e., setting reasonable performance expectations and standards) and coaching and
counseling (i.e., providing constructive feedback, guidance and assistance for the purpose of
improving employee performance)
To be effective at evaluating an employee’s performance, it is necessary for a supervisor to
understand the entire performance management and appraisal process. This can be achieved
by looking at all of the system’s parts, individually, and then studying how the various parts
relate to one another. One of the best methods to accomplish this is to look at each of the parts
of the process sequentially. Those parts include are Performance planning, Coaching and
counseling, Interim or mid-point review and Annual or final performance appraisal.
8. Critical success factors and the areas to be developed:
In our study of PMS in Bank of Ceylon, we found out that both success factors and also areas to
be developed are there. For instances,
A big positive we saw in the PMS system at Bank of Ceylon is that the working environment
within the organization is very healthy, peaceful and harmonic. In our group discussions we
realized that this is due to the fact that all employees are considered as one within the
organization. Since there does not exist a variable pay plan there are no one unhappy or
dissatisfied employee which could create a negative culture in the office. So we believe that the
BOC top management has taken a wise step as this has ensured that everyone is felt part of the
family equally and their by motivating them to work and be committed in order to achieve
organizational goals rather than their personal requirements. Another noteworthy factor is the
review and appraisal form of the worker level employees. It is short (3 pages) and up to point
and is of absolute clarity. Also the part of self assessment was a great success as it has covered
majority of the fields that needs to be addressed in a worker level appraisal form.
Also we heard from the personal manager at BOC that once a review is done (which happens
every month) if there is any kind of a shortage, immediate action is taken to rectify the mistake.
This is a clear indication as to how much the PMS is involved in aligning people to achieve
organizational goals and how much the organization cares for the development of the
employees. According to the information we received, the employee who is falling back on the
targets are send to immediate training in a specially created performance enhancement
institute affiliated with the bank and thereby help him/her to overcome the difficulties they
face and to develop themselves. This we find to be an extremely refreshing approach towards
personal development.
As the areas to be developed, One of the biggest factors we observed during our talk with the
personal manager is that the banks limitation due to being a government organization. In his
own words, “we can’t act as we please” is what he told us. This we believe as a great reason as
to why the bank has so far been unable to adapt a variable pay scheme based on performance,
which we find as a big hindrance to the development of the organization and a hindrance to the
motivation of its employees as observed in many successful private sector organizations. So the
PMS process has stopped at merely being an assessment tool used only for promotional and
development purposes rather than using it as a motivating tool for employees. Another thing
we realized is that even though the review of the last three years is given a considerable weight
age when employees are considered for promotions, a similar weight age of 30 marks out of
100 is given to superiority as well which we find a bit disheartening to well performing
employees. True that experience in the job is of significant importance but we believe this kind
of an ideology makes employees feel that PMS is not considerably important with respect to
9. seniority when individuals are considered for promotions. This is a bad practice because this
hinders the path of young talent rising through the ranks quickly and people with new ideas
coming forward to higher levels of management.
Another factor we observed in the appraisal and review forms for manager level employees is
that they were too long. The form was 11 pages long and some of the criteria’s addressed in the
form seemed far too stretched. For instance the factor of making subordinates enthusiastic was
addressed in about 2-3 pages which we found could have been done with a simple way. This is
not denying that making subordinates enthusiastic is a key role of a manager, but only a
marking that it was too farfetched. Also the allocation of marks in the review and appraisal
form was a bit puzzling and it was evident that no standardization is concerned when giving
marks. The marks were categorized as 4.50-5.00 Excellent and then 3.75- 4.25 as good but the
region of 4.25 – 4.50 was not addressed in the sheet. So we were left with the idea that this
range is not considered when giving marks which we thought was a bit baffling. Also, even
though the demarcation of good employees with excellent employees in different aspects was
clear, the demarcation of marks given to excellent employees was not clear. The conclusion we
ended up with is that, the manager has the last say in the actual mark an employee gets, which
we believe as an unfair and bad practice because then it is up to the managers opinion entirely
that whether an excellent employee receives a 4.50 mark or a 4.75 mark or even a 5.00 which
we thought was a lack of quality in the PMS process.
Also in the managers appraisal form no part of self appraisal is provided which we thought was
a part they could work on. This we believe as a critical factor in planning people development as
it’s me who knows what I really need.
10. Recommendation:
After analyzing all the information we received about Bank of Ceylon Kandy branch, we came to
the following recommendations regarding the Performance Management Process with regard
to how it can be used as a people alignment and a people development tool. First thing we
recommend is that the review and appraisal form for managers should be more transparent.
The non standardization of the marking system and the baffling ranges should be omitted and a
clearer standard and a structure should be adopted in giving marks. Also we recommend that
the review form which is now stand at 11 pages must be shortened at least up to 5-7 pages or
less, thereby making it much more direct towards organizational goals and towards individual
development. Another recommendation we bring fourth is to add a part about self review or
self appraisal in the manager level appraisal form. Though this is in the lower level appraisal
form it is not in the higher level management appraisal sheets. Also we recommend that the
targets given to employees which is now entirely given on financial perspectives must be
tweaked slightly, so that a component regarding the human behavior is also in the targets of
the year.
Also if the promotion process which is directly related with the development of one is more
biased towards performance than towards the number of years a person has been on the job is
considered a more energetic, motivated and critical thinking bunch of higher level managers
could be found which in turn would help align people even more and it would motivate people
greatly.
Also what we observe in BOC is a system where only the superior gives a review to the
subordinates. But if they can adopt a 360 degree feedback method, it would help get a more
fair and thorough idea about the real needs or reasoning behind the actions of employees.
Though it is not an easy task to adopt in an instant, this system could bring a lot of success as
the past result of organizations adopting 360 degree method shows. Another thing we
registered when analyzing the information we got is that the flexibility of the bank is blocked
because it has to go through a long chain in order for a decision to be carried out. If the
involvement of the government can be minimized or at least optimized so that a more effective
and efficient way is there to take decisions, the bank and its employees could benefit greatly.
With a system like performance based pay in play the development of individuals is guaranteed
and thereby the alignment towards organizational targets would be achieved with much more
precision.
