Performance Management — DU Bachelor of Management Studies Previous Year Question Papers

Performance Management Bachelor of Management Studies-BMS -Clearly write the question number before attempting any question Q1. `'For performance management systems to be effective, they must be aligned with organisational strategy, operations, values, and long-term goals." Discuss hovI; performance management systems can be aligned with organisational strategy, operations and values; esp. for organizations involved in the retail/sales industry. Illustrate your answer with suitable examples. Q2. ``Performance appraisal processes are often weakened by issues such as rater biases, procedural flaws and other such challenges; compromising the integrity and usefulness of the entire exercise and leading to dissatisfaction amongst the employees." Comment upon this and discuss common errors in performance appraisal and how they i`mpact the effectiveness of the appraisal process. Suggest methods to improve appraisal accuracy and fairness. Support with examples. Q3. ''Managing underperformance is one of the most difficult aspects of performance management for line managers." Analyse the causes of underperformance in organisations. Discuss various managerial approaches to handling underperforming employees. How should an organisation tackle underperformance caused by poor behaviour of the line managers themselves. Support with relevant examples. Q4. ''Performance management systems across multinational organisations face unique !challenges due to cultural, structural, and contextual differences." Highlight some cultural challenges in PM for international operations. Discuss international performance management with reference to subsidiaries of multinational corporations and expatriate performance management. Support with suitable examples. a. Managing (and appraising) individual performance within teams. b. Financial vs. non-financial rewards c. Redesigning pMs fora hybrid work force d. Technologyand analytics in PMS e. Balanced scorecard approach for PMS Introducing 360~Degree Feedback in a Banking Organisation A large private-sector bank in India plans to introduce 360-degree feedback for its middle-management cadre as part of its leadership development initiative. The bank operates in a highly competitive environment, with increasing regulatory scrutiny, customer expectations, and digital disruption. Historically, the bank's performance appraisal system has been top-down, rating-driven, and closely tied to sales targets, compliance metrics, and branch profitability. While this approach has ensured financial discipline, it has also resulted in complaints about authoritarian leadership styles, weak people-management skill!, and burnout among frontline teams.