Submitted By:
Diptanu Bhattacharya
Executive Summary
The Victoria & Albert is Britain’s national museum of art and design. It was founded in 1852 as the Museum of Manufactures was renamed the Museum of Ornamental Art in 1853 and opened as the South Kensington Museum in 1857. Queen Victoria conferred the name “Victoria and Albert Museum” in 1899. The whole study is based on the effectiveness and efficiency of a present appraisal system and the introduction of a new approach towards performance management by the head of personnel Gillian Henchley in 1990. A new process voiced the expectations and opinions of the staff at work. A few key terms were also clearly defined to augment the functioning of the system. The basis however was multiparty interaction in the form of evaluator and evaluee. The competency assessment was also sub-divide on the organizational, management and individual basis for the senior managers. In a nut shell the idea was to understand performance, performance culture and the focus on activities embodied in Victoria and Albert Museum.
Abstract
The Case describes about the performance appraisal which is being followed at the Victoria and Albert museum, a multicultural organization with diverse work force. The HR system has to recognize this diversity and help to achieve a one nation environment. The appraisal system being used by the V & A was standard Civil Service appraisal system which was very badly used. Then a staff opinion survey was conducted with people having to answer what they felt about the existing pay and grading scheme and they wanted in the future to achieve a fair pay system. The prime objective of the process to be designed was a fair performance management system with clarity of standa ...