dc.contributor.author | Agarwal, Promila | |
dc.date.accessioned | 2016-01-05T06:32:07Z | |
dc.date.available | 2016-01-05T06:32:07Z | |
dc.date.copyright | 2014 | |
dc.date.issued | 2014 | |
dc.identifier.citation | Agarwal, P. (2014). Make performance-management systems work for your company: Seven steps to successful outcomes. Human Resource Management International Digest, 22(4), 33-35. | en_US |
dc.identifier.uri | http://hdl.handle.net/11718/17232 | |
dc.description.abstract | The purpose of this paper is to highlight the leadership route for managers to manage performance appraisal effectively.
Design/methodology/approach
– This paper outlines the importance of playing down personal feelings about individual employees, getting the best out of high and low performers, appreciating good work, connecting with subordinates, being a role model and making the most of diversity.
Findings
– This paper contends that performance management systems alone can never bring about optimum performance; they must be accompanied by sensitive and inspired leaders who treat their employees as individuals.
Practical implications
– Attention is drawn to the importance of converting managers into leaders who can deal easily and comfortably with diversity and the unforeseen.
Social implications
– Some of the challenges of dealing with the modern, diverse workforce have been highlighted.
Originality/value
– This paper advances the view that good leadership is a tool to balance structured performance management systems with the flexibility needed to tailor the systems to specific employee needs. | en_US |
dc.language.iso | en | en_US |
dc.publisher | Emerald Group Publishing Limited | en_US |
dc.subject | Performance management | en_US |
dc.subject | Management development | en_US |
dc.subject | Diversity | en_US |
dc.subject | Flexibility | en_US |
dc.subject | Leadership | en_US |
dc.title | Make performance-management systems work for your company | en_US |
dc.type | Article | en_US |