Bristol-Myers Squibb (BMS) is one of the worlds largest pharmaceutical firms and is widely known for its innovative research. However, the firm has not limited its innovations to products. Several years ago, BMS leaders decided that the companys performance management system needed to be re-invented. Specifically, they determined that the existing performance appraisal process was not working. Managers were form focused, meaning that they were so concentrated on filling out the performance review forms; the content of the forms was not being used for employee coaching and based on development. In addition, most of the attention of managers and employees was historical and based on what employees had done in the past. Little attention was being given to how employees could develop and improve in the future.
The most radical steps taken were to eliminate the appraisal forms and their rating scales and to request that managers not discuss pay increases during performance review sessions. Instead, a new performance partnership became the focus. At all levels of BMS, managers were trained to hold regular meetings with their employees. At these meetings, managers and employees review performance goals expectations. Together they set expectations and timelines for accomplishing the goals. Rather than meeting just once a year, the performance partnership update occurs throughout the year.
The changes in the performance management system have led to several positive results. First, employees are more active participants, rather than just getting their ratings on forms and then passively listening to the managers. In addition, a greater amount of time is spent on coaching because managers were trained on use of a guided feedback approach. This approach has led to more discussions in which employees and managers emphasize joint problem solving and goal achievements. Although the system takes more managerial and employee time, the coaching and employee involvement have created a more positive relationship and improved individual and managerial performance.
ASSIGNMENT
Review the supplemental case study for the week, Performance Management Improvements for Bristol-Myers Squibb. Provide an Introductory paragraph to briefly explain the case. Use a main heading for each case question to address the topic area being addressed. Provide a brief Conclusion paragraph at the end to summarize the key points covered in your analysis.
In your case analysis, demonstrate critical thinking along with research support (three credible sources that include at least one recent library journal article) to cover the situation and possible issues, along with providing suggestions for improvement. Consider yourself in the role of a consultant examining the firm and people who work there. What are the concerns to address if applicable? What suggestions and best practices elsewhere might be applied to make improvements? How might the firm implement your ideas? This is your opportunity to problem solve and practice a management perspective for a workplace.
Use APA format for references at end of paper on a separate last page and use in-text cites in body where sources are applied to give proper credit and credibility. Double space the paper and indent the first word of each new paragraph. Your case analysis will be 2-3 pages for content. Include a cover sheet, which identifies you as the student. Use a header with page number on top right corner. Save the file name with your last name and upload as an attachment using the title assignment link. The case analysis paper will be evaluated using the Case Study Rubric.
Questions
1. Discuss how this case illustrates the contrasts between the administrative use and developmental use of appraisals.
2. Identify some of the advantages and disadvantages of eliminating the use of appraisal forms and ratings.
Use the order calculator below and get started! Contact our live support team for any assistance or inquiry.
[order_calculator]