Chapter 8. Managing Performance
We have studied, seen, designed, been subject to, and heard about a lot of performance management systems. Every large organization we have ever studied has had one. They have all been different in important ways: some used rating scales, others didn't, some forced the managers to assign a certain percentage of employees to a performance category (for example, exceeds expectations), others didn't, some were hard-wired to pay, rewards, and dismissal, others weren't. The one thing they all produced was a pretty high level of "user" dissatisfaction. We believe a degree of user dissatisfaction is inevitable because most performance management systems involve the appraisal of performance. It is difficult to do well and ...
Get Management Reset: Organizing for Sustainable Effectiveness now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
