The staff members at Georgia University have continued to express a number of complaints to management about their Performance Management System. The system has been in place for the past ten years and most employees have expressed their views that it is definitely a time for a review and change in the Performance Management Process to make the system more effective and efficient. The Performance Management Process includes the completion of the supporting Performance Appraisal document which is also raising issues of concern in the University.

At the University, there are a number of staff positions that range from that of the grounds man to the President of the University. The mission and vision statements for the University are as follows:

VISION: Georgia University envisions a distinctively different 21st-century learning community where knowledge is premium and relevant that it can be applied by its graduates to the immediate solutions of critical societal challenges, thereby advancing the greater global good MISSION: Georgia University provides a diverse community of career professionals with the opportunity to transform themselves into world-class practitioners in their chosen field of study so that they can effect positive social and global change VALUE STATEMENT: At Georgia University, we value: Accountability Innovation Integrity International Perspective Diversity Teamwork The main concern for the staff members is that there is not a proper Performance Management System in place as the process only includes the completion of the performance appraisal form, which has not been reviewed or revised in recent times. All staff positions are represented by outdated and inappropriate job descriptions which are not aligned to the strategic objectives of the organization. The University is currently using several different rating forms across the various Schools in the University. A recent survey conducted by the University indicated the following concerns of the staff members: Most members of staff (72%) were no given a recent formal job description to reflect their general deliverables required of the job that they were hired to execute. When questioned, 82% of staff members, outside of the Executive and Senior Management team members were unable to identify the strategic direction of the organization for the next five (5) years, hence unable to identify the value of their contribution to the organization. The majority (84%) of the supervisors and managers in the University along with the rest of staff feel that the current system serves more of a documentation purpose and this is not achieving the desired outcomes of the system. The members of staff would like this perspective to be changed. Approximately 70% indicated a belief that the system was biased and favored persons who were "preferred" by their supervisors resulting in unfair promotions and unfair distribution of rewards. The issue of feedback was identified as a major issue in the system and 67% of the staff felt that this was contributing to the unfair decisions being made in the University.

YOU ARE REQUIRED TO construct a comprehensive communication plan to be rolled out in the University about the new Performance Management system.

Specific examples must be given that are relevant to the case.