Make performance-management systems work for your company: Seven steps to successful outcomes

Abstract

Purpose

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.

Citation

Agarwal, P. (2014), "Make performance-management systems work for your company: Seven steps to successful outcomes", Human Resource Management International Digest, Vol. 22 No. 4, pp. 33-35. https://doi.org/10.1108/HRMID-07-2014-0086