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How Mismanaging Performance could result in Firing of a Valuable Employee: A Case Study *

CASELET, HUMAN RESOURCE MANAGEMENT
ET Cases - GSMC, 6 Pages

Case Preview

How Mismanaging Performance Could Result in Firing of a Valuable Employee: A Case Study

 

It was April 30th 2014. Sarah, standing at the window of her air-conditioned workplace was looking at the blazing sun sipping her cold coffee. She was thinking about the same date two year’s back and her achievements.

April 30th 2012: Sarah was busy grading students when the Human Resource Manager informed her that Director wished to meet her. Surprised at the sudden call from the Director she stacked the quiz papers, locked her desktop, took a sip of water and confidently moved upstairs thinking about what could be reason behind meeting  her now.

Politely, she knocked at the door and with consent entered into the room.

Director: So, Ms. Sarah, how are you doing?


Sarah: Very well Ma’am. (With a smile)


Director: What is progress report of courses you are dealing with, university exams are going to start by mid-May?

Sarah: Well Ma’am, I have finished my course in B.Com as well as B.B.A and few topics are left in B.C.A. class, which would be completed in next four sessions?

Director: You can handover everything to Mr Sanjay, he will continue with your further responsibilities.

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Teaching Note Preview

How Mismanaging Performance Could Result in Firing of a Valuable Employee: A Case Study

 

Synopsis

The case deals with Performance Management and Training aspects of Human Resource Management. The case revolves around Sarah, a young faculty at a management institute and the handling of this employee by the Director, Faculty team, Founders and organizational culture of the Institute. Sarah, the young multi-talented MBA graduate from a small city joins as a Lecturer in a recently inaugurated management institute that was established by four young  entrepreneurs. She faces problems related to her attitude and way of working towards her existing colleagues and prevailing culture in the Institute. Her talent was used at numerous occasions in the Institute. Furthermore Institute utilizes her writing and editing skills in developing its brochures and prints ad. Students praised her for her teaching and mentoring skills. Her feedback from students was up-to-the-mark but poor from colleagues. Regardless of her efforts of adjusting with Director, colleagues and organizational culture all the way maintaining her performance and delivering the expected outputs to the Institute, she failed and was fired from her job without any prior notice. The role of Director was of critical importance but her favor towards existing faculty members and not giving Sarah the authority and responsibility which she fairly deserved, disappointed Sarah more. Later she joined one among India’s top most management Institute and proved her there. The case henceforward deliberates about how institute can prevent from happening of this type of incident again wherein performance management is driven by people and not by processes. The case will discuss about what went wrong at the institute’s part and Sarah’s part imparting the teachings of Performance  Management and Training.

Expected Learning Outcomes

Performance and management is an on-going process of identifying measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.

This case tries to familiarize participants with:

Performance Management

  • • Contribution of Performance Management
  • • Aims and Role of Performance Management System
  • • Characteristics of Performance Management System/Need of Performance Management
  • ..........................................................

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Product code: HRM-2-0033, HRM-2-0033A

Abstract

The objective of the case study is to throw light on two aspects of Human Resource Management, namely: Performance Management and Training. Through the events of Sarah’s performance assessment and finally termination, by the Director, Colleagues, Founders (referred to as Management in the case) pitting Sarah’s behaviour and performance against the organizational culture of the Institute the Case discusses various parameters of behaviour, performance management and certain decisions taken by the Institute.

The role of Director was of critical importance; her favour towards existing faculty members and not giving Sarah the authority and responsibility that she fairly deserved, disappointed Sarah. What were the grounds of firing Sarah? On what grounds did Director and Management decided to fire her? What could have actually been done? What may be probable methods of Sarah’s performance appraisal? How culture and favouritism affected Sarah? The case will discuss about what went wrong at the Institute’s part Sarah’s and part imparting the teachings of Performance and Training.



Pedagogical Objectives
Performance and management is an on-going process of identifying measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.
This case tries to familiarize participants with:
Performance Management

  • Contribution of Performance Management
  • Aims and Role of Performance Management System
  • Characteristics of Performance Management System / Need of Performance Management
Process of Performance Management
  • Discussing the Performance Management model
Role of training in an organization to retain valuable employees
  • How could proper training and assessment be helpful in retaining valuable employees?
  • When and how Performance Management is to be done?
  • What process is to be followed for Performance Management?

Case Positioning and Setting
This case study can be used for MBA and Executive MBA in Human Resource Management programs for the following course:-
Discussion on the basics of Performance Management and Training - Introduction of Performance Management System in an organization – How training can assist in a consistent approach to performance management or about to introduce a new performance management process and appraisal into their organization.

*I would like to acknowledge Professor Ranjeet Nambudiri, Indian Institute of Management Indore for his genuine guidance and support in completing this case.
*GSMC 2014, IIM Raipur



This Case Pack Includes:
- Abstract
- Caselet
- Teaching Note (**ONLY for Academicians)
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