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Attock Refinery Limited: Performance Management
內容大綱
The head of human resources at Attock Refinery Limited was trying to evaluate the company’s existing performance appraisal system in the context of the forthcoming refinery expansion project as well as looming changes in industry dynamics. Over the last few decades, the performance management system at Attock Refinery had undergone significant changes as a result of both internal and external factors. The modified performance management system had solved certain issues, but other challenges remained. The company wanted to determine whether the changes in the performance management system were effective in managing several administrative tasks (e.g., promotion and fixing performance increments), development activities like training and, above all, the fulfillment of Attock Refinery's strategic aim to inculcate a company-wide culture of performance.
學習目標
This case can be used to illustrate: <ul><li>The challenges and issues managers must consider while introducing a new or modified performance management system.</li><li>The drivers that compel organizations to introduce changes in the design and process of the performance management system.</li><li>The differences that may exist between management’s intent and employees’ perceptions of management’s intent when introducing a new performance management system.</li></ul>