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PERFORMANCE MANAGEMENT SYSTEM AT ATTOCK REFINERY
LIMITED

op yo Dr. Sadia Nadeem and Ruhma Islam wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality.
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Copyright © 2015, Richard Ivey School of Business Foundation

Version: 2015-05-05

In today’s highly competitive and performance driven business climate, both globally and locally, we cannot afford to rest on our laurels. Our highly professional and dedicated human resources
[team] works in a culture supportive of openness, fairness, meritocracy, team knowledge sharing and innovation in the relentless pursuit of continual improvement and achieving excellence.
— M. Adil Khattak, chief executive officer, Attock Refinery Limited

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After attending the management committee meeting in November 2013 at the company offices in Morgah
Rawalpindi, Pakistan, Asif Saeed, senior manager, Human Resources, at Attock Refinery Limited (ARL), thought about how to improve performance appraisals. The meeting minutes drew his attention to the proposal of altering the weightings of performance objectives and competencies in the current system. As secretary of the performance appraisal committee (PAC), Saeed had observed