Question

Swagata Foods Ltd is a home-grown company in the business of processing and marketing jams, ketchups and pickles. It enjoyed high brand equity and the management is professional. Mr. Ravi Upadhyaya, CEO, had decided to quit and he was personally involved in the recruitment of his successor, Mr. Ashwani Raj. After Mr. Ashwani Raj joined the company, he wanted to review the performance appraisal system, which was started about 15 years ago. Initially, it was a trait based system wherein superiors rated employees on the basis of job knowledge, integrity, communication, health/hygiene, loyalty, etc. In the last two years, the erstwhile CEO, Mr. Ravi Upadhyaya, had introduced a 360-degree appraisal system, which essentially involved a manager being appraised by his subordinates, peers and superiors. In the new system, subordinates had the opportunity to give feedback freely about their manager’s behavior. He carried out a pilot study through a questionnaire and was of the opinion that it is essential to heed to the views, concerns, and opinions of subordinates with care and respect. He then designed a subordinate appraisal form and made it an integral part of the managerial performance appraisal system. The name of the subordinates giving the feedback was kept confidential and only the responses were shown to the managers. The introduction of this system evoked a lot of hue and cry in the organization. Managers were up in arms, as many of the top performing managers got negative feedback from their subordinates. They wanted that feedback be given in a face-to-face discussion. But Mr. Ashwani Raj had his doubts about this system as it questions the very basics of organizational control mechanisms and group dynamics. Therefore, he agreed that performance appraisal system needs to be top-down, and vice-versa. The problem is that the existing system could not be totally scrapped out because it would send a wrong message to the subordinate level employees that their view does not matter to the management. However, continuation of the existing system would create greater conflict. Time was running out and Mr. Ashwani Raj had to quickly come to some conclusion because the new appraisal cycle had to start within two weeks. Questions: 1. What went wrong with the assessment of Mr Ravi Upadhyaya regarding implementing 360-degree performance appraisal system? 2. Why are the managers up in arms? They also give negative feedback to their subordinates. Then where is the problem? 3. What should Mr. Ashwani Raj do now? Please advise him.

Answer 1

Answer:

I adviced her to avoid share market and get married