MANAGING HUMAN RESOURCES, HUMAN ‎RESOURCE MANAGEMENT, HRM, PERFORMANCE ‎EVALUATION, CASE STUDY, MAJOR ‎CHARACTERISTICS, ORGANIZATION'S ‎BACKGROUND, ORGANIZATION'S PROFILE, CASE ‎PRESENTATION, MANAGEMENT AND OUTCOME, ‎LIBCORPIO786, BUSINESS ADMINISTRATION, ‎MANAGEMENT SCIENCE, EDUCATION AND ‎LEARNING,‎

1. PERFORMANCE EVALUATION ISSUES IN SPARC
(CASE STUDY)
ASSIGNMENT # 2
MANAGING HUMAN RESOURCES
CODE: 5563
HUMA MALIK
2018
DEPARTMENT OF BUSINESS ADMINISTRATION
ALLAMA IQBAL OPEN UNIVERSITY ISLAMABAD

2. TABLE OF CONTENTS
1. ABSTRACT .......................................................................................... 1
2. INTRODUCTION .................................................................................. 2
3. MAJOR CHARACTERISTICS ............................................................. 4
4. ORGANIZATION’S BACKGROUND .……………........................... 5
5. ORGANIZATION’S PROFILE/ CONTEXT …..................................... 6
6. CASE PRESENTATION …………………........................................... 7
7. MANAGEMENT AND OUTCOME ……………………………........ 9
8. CONCLUSION ..................................................................................... 11
9. DISCUSSION ………….................................................................... 12
10. EXHIBITS.......................................................................................... 12
11. ACKNOWLEDGMENTS …………………........................................... 13
12. REFERENCES ........................................................................................ 14

3. PERFORMANCE EVALUATION
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ABSTRACT
This case study was conducted on performance evaluation issues of SPARC (Society for the
Protection of the Rights of the Child) in different offices across Pakistan in 2010. They had
been facing the issues in performance evaluation of teams in different offices that had been
managing the multiple projects. There had been no HR representative in other offices except
head office, and managers were responsible to evaluate the performance of the teams in
respective offices that created issues gradually. Respective team managers were reporting to
the head office for performance of the team and the projects execution. Teams performance
was bound in the hands of managers and teams were burdened, pressurized and had no direct
access to raise issues to HR department for better improvements.
To improve the performance issues, HR representatives were hired for each office across
Pakistan to stream line the performance evaluation with proper facts and figures. With this
approach, performance improved and the reporting procedures were improved. Small issues
were addressed frequently in each office that had great impact of improvement in the
performance of the teams on various projects and their accomplishments. Performance
evaluation process was revised for various positions and HR assistance was provided to every
team in their offices to resolve their issues independently.

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INTRODUCTION
A performance evaluation (also referred to as a performance review, performance
appraisal, (career) development discussion, or employee appraisal) is a method by which the
job performance of an employee is documented and evaluated. Performance evaluation are a
part of career development and consist of regular reviews of employee performance
within organizations.
Evaluation is an ongoing process. It is how organization evaluates the progress being made
by assessing or measuring the employee’s actual performance on a regular basis. It is the
important part of the performance management that is purely based on the performance
evaluation of the teams, and team members of the organizations. This process enables the
management to review teams’ work, team member’s work based on the assigned work
responsibilities derived from operational plans or execution plans of the organizations.
Performance evaluation is undertaken to discover how productive the employee is and
whether the employee can continue to perform in future to help achieve the organisation’s
goals.
Purpose of this case study was to highlight performance evaluation issues SPARC faced in
year 2010 in their regional offices. To overcome those issues, SPARC revised their process
and hired HR representative for each regional office to manage the performance of the teams
that were earlier managed by respective managers of the teams in other office in different
cities.

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Based on the type of the project and their KPI’s, team’s performance was evaluated on the
basis of efforts, outcomes and accomplishment of the teams in project execution within time
and budget. Simplified process of evaluation enabled the teams to work more for progress
and rewards. Daily HR related issues were addressed within the respective offices within
time. Teams reporting improved, and teams monitoring was enhanced within certain project
to improve the accomplishment of the projects.

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MAJOR CHARACTERS
In this case study, SPARC manager HR/Administration was responsible to manage the
regional offices and teams’ performance based in different regions. The manager had been
facing the issues of performance and the complaints of the team members in the execution of
their work and other system related issues that were needed to be resolved. Manager
HR/Administration evaluated the issues and revised the performance criteria for the teams
and managers to execute the projects in more efficient ways. After the approval from board of
directors, SPARC appointed HR representative in every office to work independently to deal
with the employees/ volunteers issues and to monitor the performance effectively on daily,
weekly and monthly basis reports.

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ORGANIZATION’S BACKGROUND
SPARC (Society for the Protection of the Rights of the Child) was registered in December
1992 as a non-profit organization under the Societies Registration Act in Islamabad. SPARC
aims to introduce policies and/or legislation where it is needed or where none exists. This
involves reforming ineffective or harmful practices and/or laws and ensuring that existing ones
are effectively implemented and enforced. SPARC is working to create awareness about the
plight and needs of children in conflict with the law, about Pakistan's juvenile justice system
and about the international guidelines and agreements concerning juvenile justice. Being
instrumental in introducing the concept of Child Rights and in raising issues that were
previously not part of the national debate, it has been creating awareness about the UNCRC and
lobbying for implementation of its provisions. It has been working on issues such as education
and violence against children, especially corporal punishment, child labor and juvenile justice.
It also draws attention to the needs of and issues affecting the Girl Child, such as early/forced
marriage, harmful traditions, access to education, and discrimination. SPARC has been
addressing grave child rights violations as trafficking, early child marriage and its
repercussions, child sexual abuse, corporal punishment, abduction, suicide and killings and
involvement of children in armed conflict/ child militancy since long. SPARC is also operating
five centers for street children in Peshawar, Rawalpindi, Multan, Islamabad and Hyderabad for
a number of years now where apart from other facilities and vocational training, street children
are also provided non-formal formal education and they are mainstreamed into regular schools.

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ORGANIZATION’S PROFILE/ CONTEXT
SPARC is certified by Pakistan Center for Philanthropy (PCP) and under the USAID
Institutional Management Certification Program (IMCP). Being instrumental in introducing the
concept of Child Rights and in raising issues that were previously not part of the national
debate, it has been creating awareness about the UNCRC and lobbying for implementation of
its provisions. It has been working since its formation to promote Child Rights in Pakistan and
has gradually extended its outreach in the country by establishing its offices in Peshawar,
Lahore, Karachi and Hyderabad. Additionally, it currently has project offices in Multan and
Haripur. The registered office is based in Islamabad. SPARC aims to introduce policies and/or
legislation where it is needed or where none exists. This involves reforming ineffective or
harmful practices and/or laws and ensuring that existing ones are effectively implemented and
enforced.

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CASE PRESENTATION
In 2010, SPARC faced different issues in the performance management due to various
projects; lengthy process of evaluation and the evaluation was done by the managers for their
teams. Team managers then reported to the head office for the performance evaluation. There
were no HR representatives to evaluate team performance independently and only respective
manager were reported for the team performance that were biased due to certain reasons. HR
was dependent on respective managers’ team evaluation, and quite often the average score of
team members exceeds the actual performance of the team. Often managers artificially rated
individual employees to save money or to keep employees from becoming visible for
promotion. Some selfishly were given a score just below that required for a pay increase,
while others were given scores just above the point where they would be required to take
disciplinary action. Most of the forms were incredibly long and time-consuming. As a result,
some managers routinely recycled “last year’s” evaluations. HR organized the sessions to
discuss issues and all related information to build the actual opinion based on facts annually
done by head office. The amount of wasted time increased significantly. Work relationships
that affected employees performance include supervisory or management support and co-
worker relations. Many individuals built close relationships with co-workers. Such work-
related friendships do not appear on employee records, but these relationships could be an
important signal that a workplace was positive but had favored impact on performance
evaluation. It was becoming important for the society to bring equality, improved
performance evaluation implementation and strict control on actual performance that had
impacts on the projects execution. SPARC (Society for the Protection of the Rights of the
Child) had head office based in Islamabad and had been managing multiple projects on child
rights, juvenile justice, trainings and other areas with multiple offices in different locations of

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Pakistan. Their workforce included the professionals in the specialized disciplines and
volunteers in the fields based on the projects.

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MANAGEMENT AND OUTCOME
To address performance management issues, management decided to take steps to evaluate
the process of performance evaluation done separately by individual HR representative
continuously based in every office of the society. Society hired HR representative for every
office and disengaged the respective managers to evaluate their team independently that
increased the performance of team and projects. All performance evaluation forms were
revised and simplified to better understand all the aspect of every individual team member.
Project managers were provided with revised forms to continually monitor the project
progress with enhanced communication and accountability for project execution. HR had
their monitoring in every office to provide guidelines, trainings, and to have employees
sessions to resolve issues for the smooth performance of the team. Managers were held
accountable for providing accurate feedback on the field projects with facts and figures that
were also recorded by every HR representative. There were no penalty for doing a half-assed
job or making mistakes on them but strict in funds management and utilization. They did
remove a troublesome employee found that the manager had rated the individual the highest
within the department and awarded them employee of the year without any effective result
reports. They practiced high standards and monitored teams deeply with results that push
employees to work effectively and employees were accountable for their work
responsibilities. This approach put pressure on teams specifically in the fields to report
accurate facts and figures. HR counseled employees and corrected misconceptions, which
might result in work alienation. This revised implementation of performance management
also helped employees to internalize the norms more and values of the society. Social
gathering, employees’ interactions with other team members within the society boosted their

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collective values that brought out better combined teams to execute collectively for projects
performance.

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CONCLUSION
Society improved the projects performance, employees’ performance to meet their society
objectives more effectively. Quarterly performance review made employees to put more
efforts as their performance was monitored by HR and team managers had also input the
performance of team members in weekly reports of facts and figures. Improved control over
the performance and simplified evaluation with effectives results measured pushed the team
to work more efficiently. HR helped employees to identify their strengths and weaknesses
regularly on monthly basis. HR informed them of the society’s expectations concerning their
performance helped them to better understand the role they play and increased work
efficiency. Feedback reinforced good performance and discouraged poor performance. There
could be a chance that employee performance management could not solve every problem
but it had the potential to address many common management concerns. It was properly used
with invested time on it and cooperative relationship; employee performance management
reduced the need to be involved in everything that goes on.

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DISCUSSION
After the revision of performance evaluation system, reporting forms, procedures and
improved internal processes made teams to put more efforts to perform their responsibilities
in due time. Teams were reporting their work to their managers and HR simultaneously.
Projects teams improved their field work, and strict monitoring made project’s
implementation efficient with improved facts and figures. Employee’s small issues were
resolved immediately without having wasting the time with improved coordination of seniors
and subordinates. Monthly sessions with team members and managers improved the
performance and work report mechanism. Regular communication with HR ensured that
there were no surprises at the end of the year. It provided the teams higher motivation and
self esteem, how they were important for the society and how they were playing important
role in society goals success.
EXHIBITS
No tables, figures or photographs had been used in the case study. Only performance evaluation
process and procedure were discussed and improved processes and procedures adopted and
implemented were discussed to address the performance management issues and team
performance improvement.

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ACKNOWLEDGMENTS
I would like to thank you Mr. Waseem Ahmed, manager administration with SPARC in head
office. He briefed me the performance issues and solutions implemented to improve the team
performance with some details.

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REFERENCES
SPARC. Profile. Retrieved from
http://www.sparcpk.org/2015/images/SPARC's%20Profile.pdf