Pepping up performance

Article Abstract:

Performance management (PM) systems run the gamut from appraisal systems to quality control concepts and should include clear goals and a well-defined corporate culture. PM systems ties individual objectives to team goals and makes appraisal systems more relevant. Two weaknesses effecting PM systems are questions as to the commitment of senior executives in the early stages of implementation, and situations where managers and professionals operate on their own agendas. PM systems are based on a natural sense of fairness of everyone and serve to clarify and redefine the employment contract by elucidating required output and its relationship to each employee. PM systems require managers and employees knowing each other's goals and progress.

Corporate culture, Goal setting, column

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If you never ask, how can you know?

Article Abstract:

Communication, listening to and responding to employees and clients, is essential for effective corporate management. Most corporations have a top-down philosophy of communications and devote few resources to seeking the views of subordinates and customers, resulting in communications failures. Corporations must actively seek the opinions of employees and foster employee participation in the decision-making process. Increased employee participation and two-way communications improves bottom-line corporate performance and is necessary to meet the challenges of increased complexity and technological change.

Telecommunications systems, Corporations, Business communication

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Performance appraisals: the case for the defence

Article Abstract:

Personal appraisals of executives are needed as a means of guiding, supporting, and assisting the individual toward reaching targets without strain. In today's business environment, the performance appraisal should only concern delivery of defined, measurable business objectives, with frequent update and revision. Line managers should be encouraged to make objective demands on subordinates, but should not be allowed to personally evaluate, assess potential, or confirm development needs.

Job evaluation

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