TITLE - IMPLEMENTATION OF A
PERFORMANCE MANAGEMENT SYSTEM AT ADF FOODS
Table of Contents
1.
Introduction
1.1.
Background
In
spite of numerous researchers’ (Brown & Armstrong, 2003; Rademan 2007;
Hazard, 2004) disapproval and apprehensions concerning the effectiveness of
performance management arrangements, it is approved (Viedge, 2008), in the developed
economies, that these arrangements are able to build a functional involvement
to the competency and success of any business. All along the time, from their
early development as a simple performance evaluation schemes, at present they
are extensively included into a company’s on the whole tactical plans and help
with the attainment of managerial objectives. Performance management systems
have turn out to be extra imperative in the previous three decades as
executives in corporations, are beneath continuous strain to perk up the
performance of their businesses (Holloway et al, 2003). A great deal of
literature is obtainable on the requirement of performance management systems
to the huge scale commercial corporations. Nevertheless, past few years has witnessed
a boost in the employment of performance management arrangement in various
business segments (Radnor & McGuire, 2004). Furthermore, a certain degree
of progress in the direction of the integration of performance management
arrangements in the management consultancy segment has also occurred (Bauer,
2004). Perceptibly, a great deal of the data is accessible concerning the value
of the performance management system associated with large scale corporations.
The
present report aims to widen the spectrum for the prospective utilization and
implementation of performance management systems under varied industry
environments and specifically in the present case of a retail company J.
Sainsbury’s Plc UK.
1.2 ADF Foods
ADF
foods Ltd is a leading retail food corporation in India. The corporation was
instituted in 1932 as a community retail shop for spices (ADF-Foods, 2012) in
Surat, Gujarat, India. Ever since, the corporation has developed as the
foremost retail food name in the nation. The corporation has a variety of top
brands that are immensely liked in the country and are a well known name, for
example Camel, Aeroplane, Ashoka and Khansama. The company had extended its
business in 1998 by opening a series of retail stores across India and also
ventured into large scale export of its products to leading international
retail companies and hotels of UK, US, Germany, Russia, Japan, South Korea,
Australia, Middle East and South Africa (ADF-Foods, 2012).
However,
the Indian food retail sector is growing extremely competitive with local as
well as international brands competing for market share (Srivastav, 2012; IBEF, 2012; Marketline, 2012).
Major international brands like Tesco and Wal Mart have entered the industry,
threatening the future growth and market share of the company. According to
industry reports, the Indian food retail market was estimated to reach a figure
of 14 billion USD in the year 2012 (Daedal Research, 2010; Equitymaster, 2011).
In
order to continue to maintain its leading position as well as grow in future,
the company has identified that it needs to fortify its current competencies
and further enhance them to face the upcoming challenges (ADF-Foods, 2012).
This implies that the corporation requires a remodeling of their organizational
customs and policies to guarantee competence at each stage of the company. One
of the significant apparatus of organizational management is performance
management system. Alternatively, Fletcher and Williams (2002) affirms that
ethnicity dissimilarities and influence of latest technology are altering the
current circumstances of performance management and it is converting to be
additionally intricate in a lineup where affiliates have extensively unlike
perspectives (Allan, 2004). All through the procedure of implementing and
preserving a successful performance management system an unvarying
reconsideration of the system has been essential. It is required to modify with
the requirements of the people and of the corporation, in addition to the
rejoinder of the industry environment (Allan, 2004). These improvement and
enhancement to the performance management system will be analyzed in the
present study with a focus of the problems that crop up throughout the
improvement and implementation stages.
The
present study will analyze the implementation of performance management system
at J Sainsbury’s, a leading UK retail food brand. The Sainsbury’s case will
emphasize possible issues and advantages linked with the improvement and
implementation of performance management systems in ADF foods as well.
1.3 J. Sainsbury’s Plc
The
UK retail sector is a huge, consistently changing and widespread industry for
the overall economy of the country. The food retailers in industry are one of
the largest employers in the country. Tesco has more than 350, 000 employees,
followed by J. Sainsbury’s, ASDA and Somerfield having employee strength of
around 150,000, 130,000 and 60,000 respectively (Investors in People, 2012).
Furthermore, these companies concentrate on employing and, maintaining a diverse
human resource (Sainsbury’s, 2012).
For
this study the company analysis of J. Sainsbury’s, the third major retail
corporation in the UK has been conducted. Sainsbury’s acquires an important
position in retail segment by possessing nearly 12.2% share of the sector and
has more than in 770 stores in UK (Sainsbury’s, 2012). Fletcher and Williams
(2002) affirmed that Sainsbury’s tailored a federal and single business
approach for their operational management. However, following the appointment
of current chief executive Justin King in 2004, the organization has been
altered vividly.
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