Chapter 9
Performance Expectations: The Wage–Work Bargain
In This Chapter
Setting the right standard for the wage–work bargain
Understanding what performance measures to pay attention to
Giving feedback and making changes
Analysing performance within the first 6 months
Managing poor performance with warnings and procedures
Anyone can do any amount of work, provided it isn’t the work he is supposed to be doing.
Robert Benchley
Y ou set the standards of performance, provide the necessary tools, direct employees in how to perform work and pay wages for the time employees spend performing this work. In exchange, employees apply their knowledge, skills and experience diligently and conscientiously in the interests of your business. This describes, ladies and gentlemen, the fundamental wage–work bargain.
In this chapter, I explain how to get the best value from that bargain by creating an effective system to manage performance. I cover how you can improve your business by defining, facilitating ...
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