The performance management process can make the difference between a good company and a great company according to the latest Chartered Institute of Personnel and Development (CIPD) book by Angela Baron and Michael Armstrong.
The book, Performance Management, shows how attitudes have changed since 1991. Performance management, according to the authors, is no longer simply a tool to determine pay or measure objectives but in addition to managing staff well it is now also being used to address a variety of organisational issues from talent management to management style and facilitating change.
Baron said: “Performance management is a powerful tool that can raise the performance of individuals and the organisation as a whole. But success, or failure, depends on the line managers. If they recognise the value of performance management in enabling them to manage their staff well and meet their targets and objectives, they are likely to be more positive about it.”
- 95% of employers see the performance management process as an essential tool in the management of organisational culture
- 87% of respondents operate a formal performance management process
- 71% agree that the focus of performance management is developmental
- 75% believe performance management motivates individuals
- 62% use objective-setting and personal development plans
- 61% of line managers believe that performance is effective