Bristol-Myers Squibb (BMS) is one of the world’s largest pharmaceutical firms and is
widely known for its innovative research. However, the firm has not limited its
innovations to products. Several years ago, BMS leaders decided that the company’s
performance management system needed to be re-invented. Specifically, they
determined that the existing performance appraisal process was not working. Managers
were “form focused,” meaning that they were so concentrated on filling out the
performance review forms; the content of the forms was not being used for employee
coaching and based on development. In addition, most of the attention of managers and
employees was historical and based on what employees had done in the past. Little
attention was being given to how employees could develop and improve in the future.
The most radical steps taken were to eliminate the appraisal forms and their rating
scales and to request that managers not discuss pay increases during performance
review sessions. Instead, a new “performance partnership” became the focus. At all
levels of BMS, managers were trained to hold regular meetings with their employees. At
these meetings, managers and employees review performance goals expectations.
Together they set expectations and timelines for accomplishing the goals. Rather than
meeting just once a year, the performance partnership update occurs throughout the
The changes in the performance management system have led to several positive
results. First, employees are more active participants, rather than just getting their
ratings on forms and then passively listening to the managers. In addition, a greater
amount of time is spent on coaching because managers were trained on use of a guided
feedback approach. This approach has led to more discussions in which employees and
managers emphasize joint problem solving and goal achievements. Although the system
takes more managerial and employee time, the coaching and employee involvement
have created a more positive relationship and improved individual and managerial
Review the supplemental case study for the week,Performance Management
Improvements for Bristol-Myers Squibb. Provide an Introductory paragraph to briefly
explain the case. Use a main heading for each case question to address the topic areabeing addressed. Provide a brief Conclusion paragraph at the end to summarize the key
points covered in your analysis.
In your case analysis, demonstrate critical thinking along with research support (three
credible sources that include at least one recent library journal article) to cover the
situation and possible issues, along with providing suggestions for improvement.
Consider yourself in the role of a consultant examining the firm and people who work
there. What are the concerns to address if applicable? What suggestions and best
practices elsewhere might be applied to make improvements? How might the firm
implement your ideas? This is your opportunity to problem solve and practice a
management perspective for a workplace.
Use APA format for references at end of paper on a separate last page and use in-text
cites in body where sources are applied to give proper credit and credibility. Double
space the paper and indent the first word of each new paragraph. Your case analysis will
be 2-3 pages for content. Include a cover sheet, which identifies you as the student. Use
a header with page number on top right corner. Save the file name with your last name
and upload as an attachment using the title assignment link. The case analysis paper
will be evaluated using theCase Study Rubric.
1.Discuss how this case illustrates the contrasts between the administrative use and
developmental use of appraisals.
2.Identify some of the advantages and disadvantages of eliminating the use of
appraisal forms and ratings.