Zikode is a Customer Care Representative for a large South African private healthcare provider. Customers of health care providers often need assistance finding information about products and services, placing orders, and resolving issues. In these situations, Customer Care Representatives handle a large volume of inbound and outbound calls for hospitals, medical offices, clinics, insurance companies, and nursing homes. In many cases, Customer Care Representatives must be a positive contact point between their company and its customers. When Zikode did his performance contracting, he was made aware of these responsibilities and the performance standard he must meet. However, he appears not to enjoy his job and does only the minimum to satisfy his line manager. His performance review for the first quarter was lackluster but sufficient to keep his manager from implementing further action. His line manager is often puzzled by his behaviour in that Zikode comes across as an intelligent and capable person, but his performance standard is not impressive and customers have raised their dissatisfaction with his service. During the mid-year performance review, his line manager decided to send a questionnaire to senior employees, his peers, a number of internal customers, for example, company representatives in the hospitals that belong to the group, and a random selection of external customers who have called in for assistance and were assisted by Zikode. Zikode's line manager has just received the last questionnaires and is going through the feedback, which will be sent to Zikode anonymously for his consideration. The questionnaire explores different aspects of Zikode's work including interaction with people inside and outside the company. The results indicate a strong thread of similar opinions in certain areas, for example, the responses show that Zikode lacks the expert knowledge needed in his role and his communication skills are very poor. Clients become frustrated with his inability to communicate clearly and this increases his anger and negativity towards customers, very often escalating the situation to a customer complaint. This has further affected his interpersonal relations with clients. Upon reviewing this feedback, his line manager gave him a low rating score. Zikode is not pleased after receiving the feedback and lashes out at his line manager. He doesn't come to work the following day, and on his return requests a meeting with his manager, in which he says he recognises, after thinking about it, that he needs guidance and support. He says he feels very demotivated by the negative feedback, but recognises his behaviour is unacceptable at times, and that he would like to improve. His manager responds very positively and says he will get back to Zikode with suggestions of further action.

Question: Discuss performance management stages present in the above case study. Support your answer with relevant extracts from the case study. Identity the stages that were not implemented in the case study and explain how these stages should have been implemented in Zikode's case.