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PMS at Oyo

This document provides an overview of the performance management system at OYO hotels. It begins with an introduction that defines performance management and describes OYO's business. It then outlines the annual PMS process from self-evaluations in May/June to manager ratings and touchbase meetings. The document reviews goal setting theories and discusses using a 360-degree feedback approach and SMART goals. It recommends implementing 360-degree assessments, using goal setting theory, conducting effective touchbase meetings.

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Archit Sharma
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82 views12 pages

PMS at Oyo

This document provides an overview of the performance management system at OYO hotels. It begins with an introduction that defines performance management and describes OYO's business. It then outlines the annual PMS process from self-evaluations in May/June to manager ratings and touchbase meetings. The document reviews goal setting theories and discusses using a 360-degree feedback approach and SMART goals. It recommends implementing 360-degree assessments, using goal setting theory, conducting effective touchbase meetings.

Uploaded by

Archit Sharma
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Title Page

PMS at OYO
Group 1

Shantanu Bana HRB007


Poojitha Chegireddy HRB012
Stuti Garg HRB018
Archit Sharma HRB049
Priyanshi Singh HRB055
Aryaa Upadhyay HRB061
Title Page Introduction

Performance Management System


According Aguinis (2013), Identifying, evaluating, and enhancing team and
individual performance while coordinating that performance with the strategic
objectives of the business is defined as Performance Management

The whole idea behind Performance Management Systems is that it should be


more thorough, holistic, and ultimately "developmental" in nature.
Title Page Introduction

About the Company


Hospitality company started in 2013
Presence in 230+cities
High presence in south asian countries
Standardisation of services in highly fragmented business
Title Page Introduction PMS overview

Performance Management Process at


OYO
Rating Performance Level

Annually
Talent review 1 Exceeds Expectations (EE)
June-July
Self-evaluation meeting

2 Meets Expectations (ME)


Process
starts in Manager Touchbase
may or rating meeting
3 Partially Meets Expectations (PME)
June

4 Does Not Meet Expectations (DNME) 


Title Page Proprietors Introduction Review of Literature

Goal Setting Theories

Goal Setting Theories


Niven & Lamonte Hess Wodtke

Using the Objectives and In order to succeed in the Objectives are used to
Key Results (OKR) hospitality sector, one set the goal for a set
management framework, must define timely targets period of time, and the
organizations can define, that are connected to key results serve as
communicate, and track results. indicators of whether the
monthly (or, more objective was achieved
commonly, triennial) goals by the end of the time
and results. period.
Title Page Proprietors Introduction Review of Literature Methodology

Insert your topic here

Methodology

Qualitative Techniques used


for analysis
Personal in-depth and
Thematic and Framework
Semi-structured
analysis
interviews
Title Page Proprietors Introduction Review of Literature Methodology

Network Diagram
Title Page Proprietors Introduction Review of Literature Methodology Results

Results

Themes Identified
Lack of Holistic Feedback
Quality of Feedback Given
Lack of Manager’s Competencies
Time Crunch in Feedback system
Lack of upward rating
Feedback is Managers driven
Lack of communication
Title Page Proprietors Introduction Review of Literature

PMS at OYO

360 Degree Feedback


Van Veslor (1993) believes that subordinates
According to Moses (1993), 360 degree
are well positioned to view and evaluate
feedback is the method of providing a flow
leadership behaviors – they may have more
of feedback to employees from all
complete and accurate information about
directions namely self, peer, subordinate
many leadership behaviors than supervisors
and manager.
have.
Title Page Proprietors Introduction Review of Literature

PMS at OYO

Benefits of 360 degree feedback


360 Degree Offers many different viewpoints and opinions
Improves data's fairness, dependability and

Feedback
acceptability
Can encourage people to reduce gaps between
their ideal selves and actual behavior
Helps in identifying and resolving conflict
through praise or criticism

Drawbacks of 360 degree feedback


Based on the limited frame of reference of the
rater/observer's judgement
During selection of rater's, favorable one's can
be selected which might manipulate the process
Title Page Proprietors Introduction Review of Literature Methodology Results Recommendations

Recommendations

Recommendations
01 360-degree 03 Goal setting theory in
assessment. performance system.

02 Use SMART goals 04 Conduct Touchbase


approach. meetings effectively.
Thank
you!!

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