Performance management and the organization

 The organization and effective performance

How do organizations decide which performance criteria should be measured? How do they differentiate between a good, average or indifferent employee? This section of Human Resource Management in a Business Context discusses psychological and organizational factors which influence employees' and raters' expectations of 'good performance'.

 The 'right' image

It is clear that any performance assessment system is vulnerable to the cloning process. Without thought, performance management can drive out diversity. It is also open to manipulation by employees who can identify the qualities necessary to 'get on' in a particular organization.

 Impression management

The most significant quality required for selection to top jobs is the ability to create a good impression. This section of Human Resource Management in a Business Context considers issues such as self-awareness, self-monitoring and cultural role models.

 Influencers

Performance assessments tend to value image qualities: apparent self-confidence, the ability to talk charismatically, etc. The so-called 'smile-factor' is related to the halo effect.

 Assessment and organizational change

Delayering and downsizing have had the effect of increasing the ratio of staff to managers throughout the western business world. As a consequence, managers have a greater number of assessments to conduct on people they know less about.

 

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