Title SOL_MBA_Sem-3_PMTI PYQP_June'24.pdf ✅

7184 2 PART A 1. At a time when the retail industry was undergoing rapid change and increased competition, Kalyan Group knew it needed to find more efficient and effective ways to keep its managers focused on performance management and results. Kalyan Group was using a complex,100% paper process for performance reviews and check-ins for more than 15,000 global employees. They wanted to move toward a digital performance management strategy, but knew they needed to simplify the process first. Kalyan Group set up four traditional components that were stretched across three strategic touch points throughout the year. These touch points were supplemented with ongoing performance conversations that could be initiated by any employee, at any time. As Kalyan Group evolved its company- wide performance approach, they were happy to see 7184 7 PART 8 2. How does the Graphic Rating System function in evaluating employee performance? What are the advantages and limitations of this system compared to other performance appraisal methods? 3. In what ways does the 360-Degree System differ from traditional performance appraisal methods? How does it enhance a comprehensive evaluation of an employee's performance? 4. How can an organization integrate performance planning processes with broader organizational goals and strategies to enhance overall performance management effectiveness? 5. Describe the key components of the Balanced Scorecard System. Explain how tliis framework effectively aligns organizational goals with individual performance metrics, highlighting its significance in driving strategic success. P.T.O.
7184 a) Analyze tlie challenges faced by Kalyan Group in transitioning from a paperlbased performance review system to a digital strategy. mghlight the advantages and potential pitfalls they inight have encountered during this shift. (5) (c) Discuss the significance of aligning individual goals with organizational priorities in a performance management system. How did Kalyan Group identify tlle misalignment of goals within their fr + work force, and what strategies could they employ to improve goal alignment? (5) (d) Discuss the multifaceted strategies employed by Kalyan Group to enhance performance within the organization. What other strategies would you suggest to the Kalyan group? (5) 7184 Immediate progress. 92% of employees were participating in goal-setting reviews, setting an average of six goals per employee. IIowever, when tliey dug into the data, they found that 35% of individual goals created were misaligned or did not have an impact on the organization and its strategic priorities. They knew they needed to get better at goal alignment if they wanted to meet important business ot)jectives. They scheduled ongoing performance conversations and continuous feedback. Although tlie three formal performance touch points in place were working, Kalyan Group knew teams needed to have goal conversations more frequently. They implemented informal "check-ins" that could be launched by any employee at any time. To ensure adequate time was made for important performance conversations and other performance related activities, Kalyan Group implemented. "Performance Days" - days strictly P.T.O.