Performance management and incentives at Housing Finance Limited (B)

Abstract

The case focusses on helping participants understand the need for alignment in the roles employees are functioning in, the performance appraisal (PA) criteria, and incentives. The case brings out the anomalies that major structural changes can trigger inform of change in roles, breaking of integrating processes, overlaps and duplication that can ensue if organizations do not make corresponding changes in the PA and incentive processes. The case also highlights that how these issues become very contentious and problematic if such issues affect the frontline and backend roles in service industry. The case also highlights the importance of deciding right weights to individual and group rewards to elicit right kind of behavioral outcomes from employees. The case can be taught in both MBA and executive education as a apart of courses in human resource management or performance management.