Bukidnon State University College of Business: Office of The MMBM

BUKIDNON STATE UNIVERSITY
COLLEGE OF BUSINESS
Office of the MMBM
Juclyde C. Cababat
MM 214- Performance Management
Wednesday 6:00-9:00 pm
Send to: [email protected]
PERFORMANCE MANAGEMENT
MIDTERM EXAM
1. Design a STRATEGY MAP of the organization you are currently connected
to or the company of your preference highlighting the strategic objectives
and the cause and effect relationships while linking it to the different
perspectives of the performance appraisals or the balance scorecards. This
can be best illustrated by integrating the applicable theories discussed on
performance management.
Malaybalay City Agriculture Office Strategy Map

Optimum
Provide cost
Allocation of
effective
Financial funds with no
Programs,
Perspective remaining
Projects and
balances for
Activities
the year
Internal Relationship
Innovation Cost Effective
Perspective s

Fun

Keen to Learn No back jobs

Experience

Think

Standard operating

feedback as a No elites

procedure

gift

Adapt

improvement High Utilization

s

Learning & Just Trainings and High employee
Growth compensation workshops ownership
Perspective availability
2. CASE ANALYSIS. Address the issues presented in the case incorporating
the concepts of performance management.
It is January. You are the regional manager of a chain of stores selling
computer equipment and accessories, mainly based on out-of-town retail parks.
Following promotion, a new manager has just been appointed to the MMBM store
which employs 20 staff. The store is currently experiencing a number of challenges
which you wish the new manager to address. Among the store’s problems are the
following:
1. A growing absence problem among the store’s staff.
2. Deterioration in staff morale, largely due to the unpopularity of the
previous manager who left suddenly about a month ago.
3. Sales have been falling since a rival opened up a store on the same site. It
is well known that the rival chain’s products are not only cheaper, but much more
unreliable.
4.The lease on the current property expires in July. The company has an
option on a store of similar size on the far side of town. The rent on the alternative
store would be cheaper, but it is unlikely that all the current employees would be
prepared to transfer to the new store.
You need to get your manager to investigate this issue. The newly-
appointed manager, although highly competent as a team manager has admitted
that financial management is not his strong point. The company has a formal
appraisal process for all staff, but the previous manager is known to have
neglected this area. As regional manager you wish to address this issue.
Although many of the in-store employees have long service, there is still a
problem in retaining newly-appointed staff. Labour turnover currently stands at
15% although the norm for the retail sector is 10%.
The company operates an annual employee opinion survey. In the last survey,
employees in the MMBM store collectively raised concerns over lack of training.
You have allocations for employee development for the store.
The telephone bill for the store is twice that of other stores in the chain.
Occasional personal calls from the employee rest area are allowed, providing that
permission has been given by the store manager.
The manager of the smaller COB store is currently on sick leave and you,
the regional manager, have agreed that a suitable temporary replacement will be
provided from the MMBM branch.

Based on the above issues, select which you think are the six most
appropriate to be included in an annual performance management plan, and
compile a suitable set of performance objectives for your newly appointed
manager, complete with measures and timescales.
Annual Performance Management Plan
Issues and concerns Actions Taken

1. A growing absence problem  The employee must have to
among the store’s staff. allowable absences per year
 Absences without leave must
have a corresponding sanction.

2. Deterioration in staff morale,  The manager must build
largely due to the camaraderie with his/her
unpopularity of the previous subordinates like hanging out or
manager who left suddenly eat meals together with them to
about a month ago. improve relationships.

3. The lease on the current  Renew the lease of current
property expires in July. The property to continue operation
company has an option on a of the business and lessen the
store of similar size on the far burden of the employees in

side of town. The rent on the adapting the new
alternative store would be environment.
cheaper, but it is unlikely that
all the current employees
would be prepared to transfer
to the new store.

4. Labour turnover currently  Motivate the employees and
stands at 15% although the increase employee ownership
norm for the retail sector is
10%
5. Sales have been falling since a  The prize of the products can
rival opened up a store on the be also cheaper to cope with
same site. It is well known that the competitor but financial
the rival chain’s products are statement and marginal safety
not only cheaper, but much must also be considered.
more unreliable.  Improve customer service
through courtesy and
accommodating approach with
the customers.
6. Lack of training for employees  Strategized trainings and
workshops per year without
affecting the operations
effectiveness to ensure smooth
standard operating procedure

at all times.
Performance Objectives for Your Newly Appointed Manager
1. Investigate the prevailing 6 prioritized issues and concerns and apply
necessary actions by the end of the year.
2. Enhance financial management skills by providing systematic
financials statement’s report with no error by the end of the year.
3. Apply the company’s formal appraisal process for all staff by the end
of the year.
4. Improve retaining newly-appointed staff by decreasing the labour
turnover to 10% by the end of the year.
5. Reduce the telephone bill for the store by 50% by the end of the year.
GOODLUCK AND GODBLESS!!!
VENESSA A. GARCIA
PERFORMANCE MANAGEMENT PROFESSOR

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BUKIDNON STATE UNIVERSITY

Office of the MMBM

MM 214- Performance Management

Send to: [email protected]

1. Design a STRATEGY MAP of the organization you are currently connected

to or the company of your preference highlighting the strategic objectives

perspectives of the performance appraisals or the balance scorecards. This

can be best illustrated by integrating the applicable theories discussed on

Malaybalay City Agriculture Office Strategy Map

2. CASE ANALYSIS. Address the issues presented in the case incorporating

the concepts of performance management.

It is January. You are the regional manager of a chain of stores selling

computer equipment and accessories, mainly based on out-of-town retail parks.

which employs 20 staff. The store is currently experiencing a number of challenges

1. A growing absence problem among the store’s staff.

2. Deterioration in staff morale, largely due to the unpopularity of the

previous manager who left suddenly about a month ago.

prepared to transfer to the new store.

appointed manager, although highly competent as a team manager has admitted

problem in retaining newly-appointed staff. Labour turnover currently stands at

15% although the norm for the retail sector is 10%.

You have allocations for employee development for the store.

permission has been given by the store manager.

provided from the MMBM branch.

appropriate to be included in an annual performance management plan, and

compile a suitable set of performance objectives for your newly appointed

manager, complete with measures and timescales.

Annual Performance Management Plan

Issues and concerns Actions Taken

among the store’s staff. allowable absences per year

 Absences without leave must

have a corresponding sanction.

largely due to the camaraderie with his/her

unpopularity of the previous subordinates like hanging out or

manager who left suddenly eat meals together with them to

about a month ago. improve relationships.

property expires in July. The property to continue operation

company has an option on a of the business and lessen the

store of similar size on the far burden of the employees in

alternative store would be environment.

cheaper, but it is unlikely that

all the current employees

would be prepared to transfer

to the new store.

stands at 15% although the increase employee ownership

norm for the retail sector is

rival opened up a store on the be also cheaper to cope with

same site. It is well known that the competitor but financial

the rival chain’s products are statement and marginal safety

not only cheaper, but much must also be considered.

more unreliable.  Improve customer service

through courtesy and

accommodating approach with

workshops per year without

affecting the operations

effectiveness to ensure smooth

standard operating procedure

necessary actions by the end of the year.