From soft to strong (performance management)

Citation

Arkin, A. (2008), "From soft to strong (performance management)", Human Resource Management International Digest, Vol. 16 No. 2. https://doi.org/10.1108/hrmid.2008.04416bad.013

From soft to strong (performance management)

Article Type: Abstracts From: Human Resource Management International Digest, Volume 16, Issue 2.

From soft to strong (performance management)

Arkin A. People Management (UK), 6 September 2007, Vol. 13 No. 18, Start page: 30, No. of pages: 4

Purpose describes the performance management systems that has been introduced by Kimberly-Clark (global hygiene products manufacturer) across its operations. Design/methodology/approach discusses the reasons why the firm wanted to introduce a new performance management system, how it was developed, and how its implementation was designed to get acceptance in all the countries in which it operates. Describes how the new performance management system operates. Findings reports that the performance management system is designed to ensure that all employees’ objectives are aligned, requires all employees to demonstrate six leadership qualities, and includes a requirement that no more than 20 per cent of those being rated by a team leader should be given the top two ratings and that at least 5 per cent should be allocated to the bottom two ratings. Notes the confidence of the director of learning and development at the company that the system is raising employee performance and feeding in to better company results. Originality/value describes a different approach to global performance management system.ISSN: 1358-6297Reference: 36BA212

Keywords: Performance management, International trade, Organizational performance