Course title : Performance Management

Batch : PGDM 2018-20

Term :5

Credits :3

Faculty : Dr. (Lt Col) Prasad S.N.

Email ID : snprasad@sdmimd.ac.in Mobile:9741410540

About the Course:

Introduction
Managing people presents itself as one of the most difficult tasks in this era of highly
qualified employee profiles, extremely expensive equipment and software they
manage and the complexity of a diverse and multicultural work atmosphere. That is,
qualities like diverse talents, interests, motivation levels and other human qualities are
difficult to measure but can be managed by instituting a few people specific activities,
a conducive work atmosphere may be maintained such that the best people continue
to work in the organisation. Every student of management needs to know how the
alignment of organisational strategies, goals and personal goals and career
progression go hand in hand resulting in achieving organisational and personal
excellence. This is an evolving field with infinite possibilities.
Performance management is a continuing process of identifying, measuring and developing
the performance of individuals, teams and aligning performance with the strategic goals of the
organization.
The current developments in Performance Management in the last 2 years mainly are in the
area of Artificial Intelligence and Machine Learning, where in the functional aspects of
qualitative and quantitative evaluation and monitoring of the employees is being done by
automations based on data analytics tools. In turn, the decisions thus arrived at are based on
the ‘most likely’ scenarios extrapolated to individual promotions, pay hikes, positional fitness
and other performance management related activities.

Course Objectives

The objectives of this course are as under:-

 Learn the concepts and theories of Performance Management and develop
ability to correlate the concepts and theories as applied to real life corporate
situations including the introduction of Artificial Intelligence and Machine
Learning as tools for planning and execution of Performance Management
System.
 Understand the human dynamics and the results thereof by studying and
discussing several Indian and foreign cases and case lets which present real
work environmental situations to the student.
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 Study and analyse sector wise examples of the existing performance

management processes
 To enunciate the relevance of Performance Management Course perspective
with the factors of business leadership, organizational excellence, change
management and value creation.

Alignment of Performance Management Course Objectives with the SDMIMD

Vision and Mission

Business Leadership: Performance Management activities exemplify the modes of

leading people and thereby enabling the organisation to move forward towards
business leadership. The learning of the student will be in the area of people
development translating to organisational development hence business leadership.

Organisational Excellence: Rewarding individual excellence by various methods as

in Performance Management will create an organisation having a highly professional
team which strives for excellence and continuous alignment of organisational and
individual goals. This will lead to Organisational Excellence. Student learning
includes these aspects and thus add value for organisational excellence.

Dealing with Change: Preparing the organisation for internal and external changes
and introduce necessary measures to internalise change is part of the performance
management culture. Student learning encompasses various aspects of change
management thereby preparing him for the organisational role.

Value Creation: Continuous refinement in the quality of people, their experiences

and their contextual knowledge, skills and abilities lead to a robust organisation which
goes on growing from within in terms of intrinsic value. The intrinsic value will be in
terms of the collective knowledge base, intellectual property, innovative edge and
mutual confidence as a team which are the value creators for any organisation. Thus
the student learning in this course creates value for the organisation as well as the
society.
The relationship matrix of the PEOs and the course objectives is as under:-
PEO 1 PEO 2 PEO 3 PEO 4 PEO 5
High High Low Med High

Pedagogy
This course is a mix of classroom lectures, discussions and active debates on the
current articles available on the relevant topics. The case studies are drawn from both
Indian and international corporate entities.
Class sessions will also involve discussions on selected relevant articles from HBR
and other publications. Hard copy of these articles will be made available to the
students.
Infusion of new ideas and adaptation of practices for the future presented by the
student if any will attract a higher merit scale.
Each student will be given an iconic/bell weather company as a study topic for
contemporary HR practices. This includes current and futuristic developments in the
Strategic and Functional HR practices as well as the technology interventions in the
broad area of people management.

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Course Evaluation Components and Weightages

Component % Remarks
mar
ks
Class 15 Active constructive inputs to the class discussion including case
participation discussion
Assignments 15 Job Description, functional aspects, acceptability while
& Case introducing new PM system
Studies
Quiz 10 One online MCQ quiz
Individual 10 On study of PM System practices in the bellwether companies
Presentation from various sectors.
Mid term 20 Descriptive examination which includes test of knowledge as well
Exam as ability to relate concepts and theories with practical examples
End term 30 Descriptive examination which includes test of knowledge as well
Exam as ability to relate concepts and theories with practical examples
Total 100

Assessment Rubric for the Vision & Mission Elements and Evaluation
Components

Table of Applicability

Evaluation Class Descriptive and Assignments and

Component/ Participation Quiz Case Studies
Vision & and Examinations
Mission Element Presentations
Business Yes Yes Yes
Leadership
Organisational Yes Yes Yes
Excellence
Dealing with Yes Yes Yes
Change
Value Yes Yes Yes
Creation

Class Participation & Presentations

Note: The instructor will be maintaining a detailed record of what each student is
contributing in each session with respect to Class Participation, individual and
group Presentations. Evaluation will be done as per the rubrics below.

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Exceptional Excellent Accomplished Unacceptable

Common Highly Enthusiastic Somewhat Lethargic,
Attributes enthusiastic, and active enthusiastic lackadaisical
active participation participation behaviour.
participation
with visible
leadership
behaviour.
Vision and
Mission
Element
Business Clear Understanding Partial Unclear
Leadership understandin of the business understanding understanding
g of the leadership of the business of the business
business aspect to a leadership leadership
leadership large extent aspect and aspect and
aspect and and express the inability to
articulate the articulation of same, partial articulate or
same. the same. relevance of give example.
Ability to Ability to the example Inability to
relate clearly relate and give given. answer queries
and give at least one Attempt to and questions.
relevant example. answer queries
examples Ability to and questions
from various answer queries though not to
sectors. and questions the satisfaction
Ability to partially. of the person
answer asking the
queries and question.
questions
clearly and
unambiguous
ly.

Organisational Ability to Ability to Ability to Unable to

Excellence clearly establish show show any
establish relationship relationship relationship
relationship between between between
between individual individual performance
individual performance performance management
performance issues to the issues to issues to
management organisational organisational organisational
issues to the excellence and excellence. excellence.
organisationa articulation of Attempt to Inability to
l excellence the same answer queries answer queries
and satisfactorily. and questions and questions
articulation Ability to though not to
of the same answer queries the satisfaction
in and questions of the person

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unambiguous partially. asking the

manner. question.
Ability to
answer
queries and
questions
clearly and
unambiguous
ly.
Dealing with Ability to Ability to Partial ability Unable to
Change clearly establish to establish show any
establish relationship relationship relationship
relationship between between between
between change change change
change management management management
management and people and people and people
and people performance performance. performance.
performance to a large
and extent and and
articulation articulation of
of the same. the same
Value Creation Ability to Ability to Partial ability Unable to
clearly establish to establish show any
establish relationship relationship relationship
relationship between value between value between value
between creation and creation and creation and
value people people people
creation and performance performance. performance.
people to a large
performance extent and and
and articulation of
articulation the same
of the same.

Descriptive and Online Examinations

Exceptional Excellent Accomplished Unacceptable

Common Use of precise Use of Partial use of Incoherent use
attributes words, domain domain of words,
phrases and language and language and irrelevant
domain phrases. phrases. answers.
language Organised Unorganised
Superbly answers with answers.
organised tables and
answers, diagrams
charts, tables
and diagrams
Vision &

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Mission
Element
Business Establish Establish Establish Unable to
Leadership through through through establish
words, words, words, through words
diagrams, diagrams, diagrams, or by choice
graphs or graphs, graphs, of given
examples or examples or examples or answers that
by choice of by choice of by choice of the student
given answers given answers given answers has
that the that the that the understanding
student has student has student has of the
high understanding partial business
understanding of the understanding leadership
of the business of the business aspects of
business leadership leadership performance
leadership aspects of aspects of management.
aspects of performance performance
performance management. management
management.
Organisational Establish Establish Establish Unable to
Excellence through through through establish
words, words, words, through words
diagrams, diagrams, diagrams, or by choice
graphs or graphs, graphs, of given
examples or examples or examples or answers that
by choice of by choice of by choice of the student
given answers given answers given answers has
that the that the that the understanding
student has student has student has of the
high understanding partial organisational
understanding of the understanding excellence
of the organisational of the aspects of
organisational excellence organisational performance
excellence aspects of excellence management.
aspects of performance aspects of
performance management. performance
management. management
Dealing with Establish Establish Establish Unable to
Change through through through establish
words, words, words, through words
diagrams, diagrams, diagrams, or by choice
graphs or graphs, graphs, of given
examples or examples or examples or answers that
by choice of by choice of by choice of the student
given answers given answers given answers has
that the that the that the understanding
student has student has student has of the change
high understanding partial management
understanding of the change understanding aspects of

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of the change management of the change performance

management aspects of management management.
aspects of performance aspects of
performance management. performance
management. management
Value Establish Establish Establish Unable to
Creation through through through establish
words, words, words, through words
diagrams, diagrams, diagrams, or by choice
graphs or graphs, graphs, of given
examples or examples or examples or answers that
by choice of by choice of by choice of the student
given answers given answers given answers has
that the that the that the understanding
student has student has student has of the value
high understanding partial creation
understanding of the value understanding aspects of
of the value creation of the value performance
creation aspects of creation management.
aspects of performance aspects of
performance management. performance
management. management

Assignments and Case Studies

Element Exceptional Excellent Accomplished Unacceptable

Common Punctual Punctual Punctual Non-
attributes submissions. submissions, submissions, submission/late
Highly partly partly submission.
organised organised organised Unorganised
write ups. write ups. Use write ups. write-ups.
Use of precise of precise Partial use of
words, words, and correct words
phrases and domain and domain
domain language language.
language.
Vision and
Mission
Element
Business Student Student Student Student does
Leadership displays displays good displays not have
excellent understanding partial understanding
understanding of the understanding of the business
of business business of business leadership
leadership leadership leadership aspects in the

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aspects in the aspects in the aspects in the performance

performance performance performance management
management management management initiatives.
initiatives. initiatives. initiatives. Unable to
Able to Able to Able to present a
analyse and present a clear present a picture of the
present a clear picture of the partial picture relationship.
picture of the relationship. of the
relationship relationship.
Organisational Student Student Student Student does
Excellence displays displays good displays not have
excellent understanding partial understanding
understanding of the understanding of the
of organisational of organisational
organisational Excellence organisational excellence
excellence aspects in the excellence in aspects in the
aspects in the performance the performance
performance management performance management
management initiatives. management initiatives.
initiatives. Able to initiatives. Unable to
Able to present a clear Able to present a
analyse and picture of the present a picture of the
present a clear relationship. partial picture relationship.
picture of the of the
relationship relationship.
Dealing with Student Student Student Student does
Change displays displays good displays not have
excellent understanding partial understanding
understanding of the change understanding of the change
of change management of change management
management aspects in the management aspects in the
aspects in the performance aspects in the performance
performance management performance management
management initiatives. management initiatives.
initiatives. Able to initiatives. Unable to
Able to present a clear Able to present a
analyse and picture of the present a picture of the
present a clear relationship. partial picture relationship.
picture of the of the
relationship relationship.
Value Student Student Student Student does
Creation displays displays good displays not have
excellent understanding partial understanding
understanding of the value understanding of the value
of value creation of value creation
creation aspects in the creation aspects in the
aspects in the performance aspects in the performance
performance management performance management
management initiatives. management initiatives.
initiatives. Able to initiatives. Unable to

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Able to present a clear Able to present a

analyse and picture of the present a picture of the
present a clear relationship. partial picture relationship.
picture of the of the
relationship relationship.

References:
1. Performance Management- Toward Organizational Excellence by TV Rao,
SAGE Publishers, ISBN;978-93-515-0730-7 (PB), 2nd Edition-2016
2. Performance Management, Second Edition 2011 by Herman Aguinis,
published by Pearson, ISBN-978-81-317-2564-1 (Text Book1)
3. Performance Management Systems and Strategies
by Dipak Kumar Bhattacharya,2011 edition or later, published by Pearson (Text
Book 2)
4. Performance Management, by AS Kohli and T Deb, published by Oxford
Higher Education, OUP, ISBN O-19-569337-X
5. Performance Management-Key Strategies and Practical Guidelines, Third
Edition by Michael Armstrong, published by Kogan Page,
ISBN-81-7554-349-3
6. Performance Management by Soumendra Narain Bagchi, First Edition 2010
published by Cengage Learning, ISBN-10:81-315-1149-9
7. Talent Management Handbook, edited by Lance & Dorothy Berger, Tata
McGraw Hill Pub-2004 edition or newer. ISBN- 0-07-058967-4
8. Performance Management* Strategies.Interventions.Drivers by Srinivas R
Kandula PHI Publishers, 2012 edition, ISBN -978-81-203-2988-1
9. Performance Management by C Appa Rao, biztantra publishers, 2012 edition,
ISBN-978-93-5004-289-2

Note for Students:

 Basic text book for studies will be Performance Management by Herman

Aguinis for its relevance in coverage of topics and being international in
character. However, the coverage of the topics is not limited to the contents of
this book and relevant inputs from other sources/books will be discussed in the

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class. The ‘text book’ per se, is used for a structured delivery of the course
only.
 For the topics related to modern workplace, Performance Management by
Dipak Kumar Bhattacharya published in 2011 by Pearson will be used as the
textbook.
 For Indian cases and case lets, Performance Management by Soumendra
Narain Bagchi, First Edition will be used.
 For HR processes and appraisal formats etc related to functional performance
management, Performance Management by AS Kohli and T Deb will be used.
 Other references mentioned may be used by the students to study specific
topic discussed.
 All efforts will be made to procure sufficient copies of the above mentioned
books at the library.

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Session Plan
SESSION COVERAGE
1 Performance Management- Concept and Practice.
Aims and Role of PM Systems, Ideal PM System,
2 Case Study 1-Ideal vs Actual PM System
Performance Management Process.
3 Case Study 2- Job Analysis Exercise
Performance Management Process,
4
Performance Management and Strategic Planning,
5 Case Study 3- Linking Individual & Org Priorities
Defining Performance and Choosing a Measurement Approach
6 Case Study 4- Diagnosing the Cause for Poor Performance
7 Measuring Results and Behaviours,
8 Gathering Performance Information
Appraisal forms, ratings and appraisal process
9 Implementing the PM System, Accountabilities, Objectives and Standards
Role of Artificial Intelligence and Machine Learning in Performance
10 Management.
Group Presentations
11-14
Case Study 6- – Minimising Intentional and Unintentional Rating Errors
15
Performance Management Skills, Reward systems
16 Coaching Styles, Preventing Defensiveness
17 Evaluating Objectives and Standards, Monitoring and Evaluation
18 Managing Team Performance

18 Appraisal process, a detailed revision of appraisal discussions

19 Effect of automation and artificial intelligence on the work profile of the HR

manager in a modern work set up

20 Summarising

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