When discussing poor performance in the workplace, it is generally assumed that the employee in question is responsible for the low performance levels. However, Manzone and Barsoux (2002) believe that this is not always the case and it is possible the poor performance is being...
180° and 360° feedback describes the process of collecting feedback about an individual’s performance from sources from different areas of the business hierarchy. For example, a manager may be reviewed by other managers, members of their team and partners, as well as reviewing their own...
Peer appraisal occurs as it is often believed your immediate colleagues know more about your performance than your manager or subordinates. It is a relatively new concept, but has shown to reveal intricacies about individual performance that may not show up with more traditional methods....
Introduction: Why differentiate performance? Differentiating performance is a key part of good performance management. It means that we are able as managers to separate our high performers from our lower performers. It means that we are able to challenge under performance and to celebrate high performance. The benefits of...
In Katzenbach’s book ‘Peak Performance’ (2000), the author researches the mechanisms for driving employee performance in 25 major US organisations. He concludes that there are five key paths employers should take to inspire maximum performance from their staff, although attempting to take all the paths...
The ‘Balanced Scorecard’ is a method of assessing organisational performance, developed by Kaplan and Norton in 1992. The authors believed conventional methods of assessment were outdated and hence attempted to develop a method that covers a broader range of business areas. The scorecard has become...
An unconscious mental process is hard to overcome as we cannot visibly see it. Bias is strongly linked to stereotypes and subconscious assumptions based on a number of aspects. A few being; race, gender, sexuality, social class, job title, social status, accent, weight, disability and age....
Management by Objectives describes the practice of aligning personal goals and objectives to your organisation’s overall goals, usually outlined in their mission statement. The idea is that having employees who understand their organisation’s mission and can see that their day-to-day tasks are contributing to it...
As Corporate Social Responsibility (CSR) initiatives have become more and more popular, the attention of performance management has turned away from only financial and towards a more holistic approach. An emerging idea fitting with this tradition is the ‘Triple Bottom Line’, an innovative way of...
Stretch goals are objectives set that aim to push your team further than ever before. The aim is often assumed to be impossible or at least previously not achieved. The idea is that by setting such an ambitious target team members are pushed out of...