Kroger Company Case Study

“Performance management practices have been the source of dissatisfaction and criticism for decades” (Risher, 2011). In organizations today, there must be some type of structure for performance. It is critical for each associate to under the direction of the company and how they play an important role in making the company successful. Performance management must be implemented in order to build some type of structure and hold people accountable.

The Kroger Company is the largest grocery chain in the country. With over 2,778 stores, Kroger net worth is about $109.83 billion dollars. As an employee with the Kroger Company, there are a lot of performance issues that should be addressed before implementing new process. “Despite the problems,

According to Mayers, “Stakeholders are any group or individual who can affect or is affected by the achievement of the organization’s purpose” (2005). The stakeholders of the Kroger Company would the executive team, the customers, the employees, the board members, and the investors. The support that would be need to implement a new and revised performance management program would be the executive team and the employees. The executive team buy-in is important because it would be up to them to sign off on implementing the new and revise program. Whenever something new has to be implemented, they are the people that mostly like have to give the notion to proceed with implementing. It is also important to get the buy-in from the employees. In order to get successful results, the organization must get the buy-in from the

After getting their buy-in, the program must be chartered and tested. This testing should be for at least one year in order to get the results desired. After testing, there should be a meeting with all of the management team to inform them of the new program. It is critical that the organization get the buy-in form the management team because they will be the people implementing it in the store. After lunching the new program, the employee should be informed. At this time expectations and changes would be addressed. After six months, the new performance management program should be audited for effectiveness. During this audit, improvement and/or declines of the organization performance should notated. Feedback from the management staff of the obstacles they overcame and how long did it take to overcome them. Feedback from the employees of how hard was it to adjust to the new