Stepping up to the mark: the reality of performance management
By Barry Johnson and Mandy Geal (February 2005 Issue)
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Performance management seems to mean different things to different people, so it’s understandable that confusion sometimes surrounds this concept. For the purpose of this article, we will assume performance management is the managing of performance.
It seems to us that there are only two reasons to manage performance. The first is to maintain the performance already achieved and the second is to manage an improvement in performance. We believe the second is probably more difficult than the first, and that is what this article will look at. It is not uncommon when talking about such a subject to be met by all the reasons why improved performance worked somewhere else and why it won’t work ‘here’.
In order to look at the elements that impact performance, and hence the elements that need to be considered when managing it, we needed some unequivocal measure of improvement that was achieved by some clearly identifiable actions – something that would be readily recognisable by most readers because it requires no industry-specific knowledge. So we chose sport. But not sport in general. We chose areas in which each person competes against other individuals, where the winner is clearly defined, and where the achievement record shows a continuous and measurable improvement – the high jump and the mile. Why these? We’ll see as the story unfolds. ...
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