Abstract:
IBM established its operation in Pakistan in 1952 and has continued since then to
create a long-standing business along with a technological and social heritage in
Pakistan.
IBM has replaced its annual appraisal system with a new one, Checkpoint, which is
supposed to be more regular - around four in a year in terms of feedback so that
employees can change their goals as the year progresses.
In the old system, which was called personal business commitment, IBMers were
judged by a single number, based individual performance, mostly in one quarter,
which is the best.
In the given context, this project reviews the contemporary trends in performance
management process and observes their practical application and presence in a
dynamic organization like IBM in Pakistan. The project also reviews the gaps in the
new Performance management system and recommendations are suggested based
upon the reviews taken from IBM employees.
Performance Management is a goal-oriented process that is directed towards ensuring
that organizational processes are in place to maximize the productivity of employees,
teams, and ultimately, the organization.
