Performance Management Case Study: Jewelers Mutual Insurance
Summary:
Performance management is developed in companies to help employees do their job responsibilities and how to complete their work. Employees should feel comfortable with this process because managers communicate to the employees and it helps them complete their goals. Some employees get dissatisfied with how their company encourages goal-directed behavior. This can cause poor job attitude, decrease motivation, and reduced effort on the job. These negative things lead the company to look at other alternatives to design and implement a performance management system so employees can be encourage. Jewelers Mutual Insurance (JMI) improved their performance management system and the results were encouraging. Employees were dissatisfied with
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• Employees were involved with the redesign of the performance management system.
• An outside consultant interviewed the top leaders.
• Employees helped pin point the problem with the performance management system.
• Big changes were made to the performance management system at JMI.
• Problems with rating techniques and forms, and various challenges linking compensation was the focal point.
• Reflection and self assessment helped with the improvements. Evaluated employees on multiple things
• Feedback was given more often and compensation is linked to performance.
• JMI showed that with the involvement of the whole company’s personnel it helped them fix and redesign the performance management system.
1. Discuss how this case illustrates how greater support for a performance management system can be developed through employee
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The employees at JMI were dissatisfied with the feedback approach that was used to manage job performance. With the participation of the employees the company was able to find out the problem with their old performance management system and they focus on the problems and were able to resolve them. The company had a clearer feedback on performance (chapter 10, page 367). For example, with the redesign of the performance management system further feedback is provided to employees on a quarterly basis. They give feedback to all its employees every three months so they know how they are doing. Another way this case shows how a performance management system can be developed through employee participation by making clear what the organization expects (chapter 10, page 364). Before the employees were evaluated by goal setting approach, but with the employee participation they found out employees were dissatisfied with that and they change the way they evaluated them and made it clear to the employees. For example, the evaluations are based on narratives, various metrics of accountability, and job
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