Case Study on Performance Management at Human Capital Consultants

Topics: Management, Human resource management, Partner Pages: 8 (2396 words) Published: April 23, 2012
Case Summary

Human Capital Consultants (HCC) is a consulting firm provides consultancy services regarding HR issues and specializes in strategic alignment and corporate change. The firm has a fairly friendly culture. As a result the employee turnover rate is considerably low. John Yeoung, the lead senior partner of HCC recruited Kay Johnson to join the firm. Though initially Kay was skeptical but after a lot of consideration along with pressure from Jhon and a lucrative compensation package Kay Joined HCC as a senior HR consultant. However a condition on the part of John was-if Kay did well she would be promoted as a junior partner.

After the first year it has been found that Kay has generated new business, new clients for HCC. John becomes pleased. However Kay has a strong individual personality. As a result he does not able to cope well under the team oriented culture of HCC. The problem is that Kay’s colleagues are not happy. Even many of them have complained that Kay’s style is abrasive, volatile and lacking team player skills. Some of them also want to leave the firm.

According to the promise of John, Kay is eligible to get promoted. So the problem is whether she should be promoted or fired and what Yeoung should do.

To be clear about the case , at first we have to know about the terms performance and the performance management. According to the case, if Kay did well, she would be on the first track to becoming a junior partner in the consulting firm. Her primary job is to bring in new business and lead small project teams of three to four individuals working with clients. So the prime concern is to evaluate her performance in the context of performance management during her first year in HCC and according to the findings the proper reward is to be given by HCC. Performance:

Performance means to accomplish, execute or carry out an ordered task or assignment through one’s affective, behavioral and cognitive qualities. Performance can be defined as a two-dimensional concept comprising task performance and contextual performance. Task performance refers to the cognitive, affective and behavioral qualities that are necessary to produce the goods and services that are core to a specific job. In contrast, contextual performance refers to the cognitive, affective and behavioral qualities that are discretionary, yet capable of facilitating the socio-psychological environment within which the core job is enacted. Such contextual performance may include volunteering, collaboration with other employees an the cohesive creation of a supportive working environment. A well-functioning group is expected to meet both the task needs and the social needs of the group in the accomplishment of a goal. Performance management:

Performance management can be define as the collaborative range of future-oriented activities that focus on how individuals and groups within the organization can continually develop and improve their performance, with the overreaching purpose of improving the organization’s performance. Performance management is a process of continuous input and output management, in addition to planning and reviewing. The overall aim of performance management is to establish whether performance has been or is being improve and implementing strategies to ensure it is. Such process requires the participation and involvement of both employers and employees, and is certainly not considered a set of activities that is limited to the senior management or the HRM department of an organization. Thus from the context of performance management, Kay’s performance was not the actual performance at all as she did not maintain the collaborative management according to her organization’s culture and the working environment.

Figure 1: Characteristics of performance management

Figure 2: The identification of performance gaps via performance appraisals:

Personnel needs

Past performance
Resourc neds

References: I. Charmine E. J. Hartel and Yuka Fujimoto, “Human Resource Management,” 2nd edition 2010
II. JEFFREY H. GREENHAUS, Genard A.Callanan, Veronicum Godshalk, “CAREER MANAGEMENT,” Third Edition
III. Cecil H. Bell Jr. and Wendell L. French, “Organization Development,” Sixth Edition
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