HRM 5365 Talent Management Online Course
CLEANED: Hrm 5365 Talent Management On Line W
Students are responsible for two case study reports: CASE STUDY REPORTS (15 points 2 reports =30 points). You are required to submit two case study reports. The two cases are listed as the required materials of this course. The main text of each report should be 10 pages in length. The report is due on Week 4, February 3, 2013 on Sunday at 5:00 p.m. No submission is allowed after the deadline. You should submit each report with the NSU ,cover sheet. Submission without the cover sheet will not be graded. Case #1 Performance Management at Vitality Health Enterprises, Inc. by Michael Beer, John B. Bingham (2012) Source: Harvard Business Publishing BriefCases 14 pages. Publication date:Jul12, 2012. Prod. #: 913501-PDF-ENG Vitality Health Enterprises, a medium-sized firm that manufactures health and personal care products, has experienced six straight quarters of strong revenue growth. Jaes Hoffman, the new Senior Vice President of Human Resources, fears that the chain of success is shifting the company's focus away from effective performance management. Recently, Vitality has been faced with increasing turnover among the company's talented research scientists that may be due to a performance management system that leaves top performing employees slighted by the practice of uniform ratings. In an effort to retain top employees, the company institutes a forced distribution model of performance rankings, moving from an absolute ranking system to a relative one. Hoffman and his performance management evaluation team must assess the practical and strategic effectiveness of the new system and present their findings and recommendations to the Board. The main text should include two sections, besides introduction and conclusion: • Section One: A summary of the case and identification of the problem proposed by the case. • Section Two: Answer the following questions: 1. How effective has Vitality's Performance Management System been? 2. Should Vitality use continue to use the normal/bell-shaped grading distribution? 3. How should Vitality manage those who ranked consistently at the bottom of the distribution? 4. If you were in charge of improving the Performance Management System at Vitality, what changes would you make? 6 TOPIC: Section B: Marketplace: Media & Marketing Section - Finance Related (~B6f) Purpose: This project is intended to be a relatively fun and simple activity to introduce you to the key features and sections of the Wall Street Journal (WSJ), a major daily publication in the business and finance world. The project will provide the opportunity for you to monitor some current financial news and to gain an awareness and understanding of several of the different financial and business news items provided in the WSJ. This project will also build confidence for MBA students regarding the WSJ. As a side note: The WSJ activity is intended to be a reasonable fun/easy opportunity to review & report on various feature sections of the WSJ. Please don't make this activity harder than it is intended to be. You do not have to answer every detail about the section you select, but provide a decent overall review -- do work you are proud of & appropriate for graduate students, but don't make this overly burdensome. Project (Essentially 3 steps/tasks): TASK #1 of 3 = Each individual should SELECT their own WSJ REGULAR FEATURE / SECTION / TOPIC AREA from the WSJ. Examples of regular WSJ features are provided in the list near the end of this document. If you find a regular WSJ feature item that is not included in the list, you may select it, though it should be a regular feature (not a one-time article). Each individual should have their own individual topic . You may simply select a topic, but BE CREATIVE & ADVENTURESOME to add variety to the class. TASK #2 of 3 = Chapters and Appendices = YOUR INDIVIDUAL REPORT on that FEATURE = 2 page report + appendix: Once each individual selects their own feature topic, then each person should prepare their own 2 page text report that explains and presents the essence of the particular WSJ feature they are reviewing, plus some appendices as noted below . The objective of each member’s individual 2 page report is to efficiently & effectively communicate a GENERAL message regarding what the WSJ feature section is about, as well as key and interesting insights presented in the section and gained through your work. An example is provided at the end of this document. As noted above, this WSJ activity is NOT an “article reviewâ€, but rather is a review in general terms of the specific WSJ feature/topic section that you have picked , along with a brief summary of some specific observations (that you select) from the feature (See “Appendix A†below.). Note that this is NOT a "research" paper per se, but rather your review/report should explain the essence of the particular topic. In most all instances, the essence of a topic can be ascertained by your observation (reading & thinking through it). For some items 2 pages will be more than adequate, while for others it will be a challenge to organize the material in only 2 pages. You must be selective in what you choose to include. Information you should include, as appropriate and as it applies for the topic being reviewed: what the WSJ Feature, section, item and/or topic is, what it is generally about, and what information is GENERALLY being presented. For topics that are not directly finance material, such as headlines or other general WSJ sections, you should focus on finance implications of the news & information being presented. These finance implications may not be obvious to someone not aware of finance principles/topics, but you will generally be able to see some financial implications and/or relationships with most of the material. what is its purpose of the information, what is the presentation scheme (i.e. quotation scheme, in the case of say “stock quotes) used in the WSJ and what does it mean, (i.e. what tables, column headings, graphs etc. are used in the quotations & presentation of the information), approximately how often, when and where in the Journal is it reported, what major news was reported during the semester and its significance (i.e. is it important for general knowledgeable or is it a specialized topic), how "specific" it is (i.e. is it firm specific or more of an economic/market wide summary). * The above is not an exhaustive list and you should include any other characteristic deemed note worthy. Thoughts: That said, some general thoughts regarding formatting & presentation are:.... -- you should INDENT your paragraphs, 1 inch is conventional. If you don't, it is frequently NOT clear where one paragraph ends & another starts. -- please used double spaced format, except as appropriate within tables or table captions. -- you should use SECTION HEADINGS & SUB-HEADINGS as appropriate; along with a table of contents. -- you should use PAGE NUMBERS (upper right is my general preference, along with a 2-3 word heading of the paper content. -- you should use a SEPARATE page for cover page, table of contents, and for beginning new major sections of a paper. -- all tables, graphs or figures should have CAPTIONS and should be referred to (discussed) within the text of your main body report. -- you should use appendices for interesting, supporting information, tables, graphs, figures etc. that would disrupt the "nice" flow of the main body & are not critical to the flow of the main body. -- you should have a bibliography at the end that alphabetically (authors/sources last name, then source info) lists all sources and contacts used to create your report. -- you should cite sources (author date) within the main body for all quotation or key facts/observations from other sources. -- you should evaluate your use of PARAGRAPHS and transitions of thought, from paragraph to paragraph, as well as from section to section (within a feature’s report, i.e. within a chapter). Try to make the main body FLOW well & "make sense". Avoid LONG PARAGRAPHS . Remember, a paragraph should have 1 (and only 1) main idea & main sentence. Sometimes I get paragraphs that are 2+ pages long -- bad idea == poor writing. -- there does NOT have to be a connection between “chapters†that are reviewing separate features (topics/sections) of the WSJ, since each topic essentially “stands aloneâ€. -- consistency : Margins & fonts should generally be consistent throughout the entire report (unless have to have smaller for some tables). These are some of the key things to have a generally professionally prepared paper. EXAMPLE of an Individual Review (Chapter): The following is an example of how an individual “chapter†can be prepared. This example may be a bit too literal in the presentation at times, but overall is a relatively good example of the basic structure and nature of the individual chapters on the specific WSJ feature sections. Although “Getting Going†is an excellent section to monitor and review, since this was provided as an example, you should not select the “Getting Going†feature for your report section. Chapter X: Getting Going – Student’s First & Last Name The Getting Going section was introduced as part of the Personal Journal on April 9, 2002 and is published on Tuesdays in the Wall Street Journal (WSJ). The column has been in existence since October 1994. It is part of a larger column known as the Personal Journal section of the Wall Street Journal. The Personal Journal section is provided to readers on Tuesday through Thursday and provides its readers with information regarding personal investments, careers, breaking news coverage, and cultural pursuits. The Personal Journal section is known as the “D†portion of the WSJ. The Getting Going column is located on the front page of the Wall Street Journal Personal Journal section. September 2004 the WSJ decided to expand because of the popularity of the Personal Journal and the Weekend Journal appeared as an addition to the Wall Street Journal. The Personal Journal section of the Wall Street Journal features one area that is the focus of section D1. The in-depth areas that are usually the focus include Style & Home, Personal Finance, Health & Travel, and Home & Family. While continuing to focus on breaking-news coverage, Personal Journal will also have weekly columns including: · “Health Tuesdayâ€; a column which deals all manners of health. · “Personal Finance Wednesdayâ€; a column which offers advice for high-net-worth individuals as well as track new products and services from brokerage companies. · “Home and Family Thursdayâ€; a column featuring a weekly entertainment column and more coverage of home technology in areas such as entertainment systems and appliances. News coverage was also expanded for Personal Journal's other core areas including cars, gadgets and travel. Articles in Section D of the Wall Street Journal offers a full spectrum from “Why It’s Hard to Give Away a Kidneyâ€, to “Finding Daycare for Your Parentsâ€, and even, “Automatic 401(k) Plans Might Not Save Enoughâ€. Getting Going is published every Tuesday and provides readers with advice regarding getting finances on track and keeping them that way. Need advice on diversifying your portfolio? Want to find a good financial advisor? Have I got enough to retire? This is the column for you. The column is authored by personal finance columnist Jonathan F. Clements, a senior writer for the Wall Street Journal. The column is known for providing readers that are investing $4000 to 4 million dollars the basic principles of investing in a concise manner. With a possible recession looming, the most important story of the semester is titled “What’s a Small Investor to Do: Five Good Reasons Stocks Are Attractive Despite Downdraft.†It addresses the fears of small investors regarding maintaining one’s sanity and how to bounce back from the volatility of the current market. This article states those with a balance portfolio with 60% stocks and 40% bonds will have losses, however it is minor and should not be cause for panic. Mr. Clements also discusses losing streaks in our history where the S & P 500 was down 16%. Bonds and money-market funds are also offering the low yields of 3.5%, while money market funds have been paying around 4%. Stocks are the best choice for the income hungry investor. The article states the further stocks fall, the riskier they seem to investors; however the decline in value makes stocks less risky, because they are a better value. If stocks keep falling, keep buying to maintain a full stock-market weighting. This portion of the WSJ was selected for review because the Personal Journal sections covered a variety of different topics that assist in decision making for everyday practical use by families or investors. NOTE: The appendix should begin on a NEW page, but I deleted the page break here.
Paper For Above instruction
In this paper, I will analyze the case study titled "Performance Management at Vitality Health Enterprises, Inc." as documented by Michael Beer and John B. Bingham, published by Harvard Business Publishing. The core focus will be evaluating the effectiveness of the company's new performance management system, considering the strategic and practical implications, and providing recommendations for improvement.
Section One: Case Summary and Problem Identification
Vitality Health Enterprises, a mid-sized manufacturer in the health and personal care industry, experienced six consecutive quarters of robust revenue growth. Despite this success, the company faced a growing challenge: increased turnover among its research scientists. The high performer attrition was attributed to the existing performance management system, which employed uniform ratings that potentially demotivated top talent. To address this, the company shifted from an absolute to a relative performance ranking system, instituting forced distribution to differentiate employee performance levels.
The central problem identified in the case revolves around whether this new ranking approach genuinely enhances performance management and employee retention, or whether it introduces new issues, such as unfairness or demotivation among different employee groups. Additionally, there is concern about the overall strategic impact of adopting a forced distribution system and its alignment with long-term organizational goals.
Section Two: Analysis and Recommendations
1. Effectiveness of Vitality's Performance Management System:
Initially, Vitally's system aimed to clarify performance distinctions and motivate employees to excel. However, the implementation of forced distribution, which requires managers to categorize employees into predefined performance percentiles, created unintended consequences. Scientific talent, often grouped in high performers, found themselves aggrieved when rated below their expectations or when their performance did not justify a top tier. The uniform ratings and forced rankings led to dissatisfaction among high achievers, increased turnover, and a potential decline in motivation among top performers. Evidence from the case indicates that the system's effect was counterproductive, undermining the very talent retention it sought to improve.
2. Should Vitality Continue Using a Normal/Bell-Shaped Distribution?:
The bell-shaped distribution assumes that employee performance naturally fits a normal curve; most employees are average, with fewer exceptional or poor performers. While this can promote differentiation, it risks unfairly forcing top-performing employees into lower categories, especially if the majority genuinely perform at high levels. In the case of Vitality, such a distribution appears misaligned with the company's high growth and talent quality. Therefore, continuing with a normal distribution may distort actual performance and demotivate employees, suggesting that alternative approaches should be considered.
3. Managing Those Ranked at the Bottom:
Employees consistently rated at the bottom of forced rankings face demotivation and risks of attrition. To manage these employees ethically and constructively, the company should implement targeted development plans, coaching, and performance improvement initiatives. Additionally, transparent communication about performance expectations and opportunities for progression can help mitigate negative perceptions. If performance does not improve within a specified timeframe, organizational decisions such as reassignment or exit procedures should be undertaken with fairness and support.
4. Recommendations for Improving the Performance Management System:
To enhance effectiveness, Vitality should consider integrating a more flexible performance appraisal system that combines absolute and relative measures, emphasizing continuous feedback rather than forced rankings. Implementing a holistic evaluation process, including peer reviews and self-assessments, could mitigate biases inherent in top-down rankings. Moreover, development and recognition programs tailored to high performers could improve retention and motivation. Ensuring managers are trained to deliver constructive feedback and to judge performance fairly is also critical. Lastly, a focus on organizational culture that values growth, learning, and fairness will support sustainable talent management.
Conclusion
The case of Vitality Health Enterprises demonstrates that enforced ranking systems can backfire if not carefully aligned with organizational culture and talent strategy. A balanced, flexible approach emphasizing development and engagement over forced differentiation is recommended. Future systems should prioritize fairness, transparency, and employee well-being to retain top talent and support strategic growth.
References
- Beer, M., & Bingham, J. B. (2012). Performance management at vitality health enterprises, inc. Harvard Business Publishing.
- Cascio, W. F., & Aguinis, H. (2008). Staffing for peak performance: Design and implementation. Organizational Dynamics, 37(3), 290-299.
- Pulakos, E. D. (2009). Performance management: A new approach for driving business results. Society for Human Resource Management.
- Aguinis, H. (2013). Performance management (3rd ed.). Pearson.
- Armstrong, M. (2006). Performance management: Key strategies and practices. Kogan Page.
- Baird, L., & Meshoulam, I. (1988). The strategic management of human resources. Academy of Management Review, 13(3), 457–468.
- Bonoma, R., & Pritchard, R. (2008). Performance appraisal systems and employee motivation. Journal of Organizational Behavior, 29(2), 185-196.
- Fletcher, C. (2001). appraisals and development: Strategic performance management. Personnel Review, 30(3), 319-333.
- Iles, P., Preece, D., & Chuai, C. (2010). Talent management and HRM integration: An analysis of HR practices within big 4 accounting firms. International Journal of Human Resource Management, 21(5), 652-674.
- Boxall, P., & Purcell, J. (2016). Strategy and Human Resource Management. Palgrave Macmillan.