Using performance management to support an organization's strategic business plan
✍ Scribed by Kathy Gagne
- Publisher
- John Wiley and Sons
- Year
- 2002
- Tongue
- English
- Weight
- 69 KB
- Volume
- 28
- Category
- Article
- ISSN
- 0745-7790
No coin nor oath required. For personal study only.
✦ Synopsis
ressured by the need to get more results from fewer resources, a number of large companies are radically reshaping performance management. They are not trying to make their people work harder or faster, just more effectively. To this end, they are trying to get everyone in the organization fully aligned behind the company's strategic goals.
These companies have found that the traditional performance review, with its emphasis on past performance, is a poor tool for getting employees to focus on the future. To replace this traditional approach, they are creating an ongoing process that brings everyone in sync with the strategic plan and enables managers and individual employees to know how well they are doing, almost on a daily basis. Behind this approach is the idea that if individual employees know what their priorities are, they will follow those priorities. Unfortunately in most organizations, the priorities are so vague that workers are forced to set their own priorities. All too often, the most visible rather than the most important task becomes the top priority.