Performance Management

Issues
Chapter 3,
Managing Performance by
Michael Armstrong & Angela Baron

Performance Management Issues

1.
2.
3.
4.

5.
6.
7.
8.
9.
10.

Gaining commitment of line managers

Too complex a job
Poorly designed/administered P.M. Systems
Unitary versus Pluralistic frames of references
Rhetoric about developmental focus and reality
System Factors are ignored
Appraisal problem of inconsistency and subjectivity
Wrong focus on financial rewards
A means of oppressive or coercive control
Disenchantment of both line managers & employees

Possible Responses by Practitioners

1.

Gaining commitment of line managers

Top leadership support

Involving line managers in design and development of
P.M. Systems
Ability/Competence in P.M skills as a key criterion in
assessing managers performance
Use 360 Degree feedback or upward assessment; take
corrective actions
Employee perception surveys
Trainings to line managers in P.M skills
Continuing Coaching and Guidance to supplement
formal trainings

Possible Responses by Practitioners

2. Too complex a job: a fact that should be understood and
recognized and given continuous attention

3. Poorly designed/administered P.M. Systems

Clarity, personal development focus, involvement of
stakeholders, avoiding top-down approach, building support,
less bureaucratic and simple documentation, fairness and
consistency in ratings, pilot testing

4. Unitary versus Pluralistic frames of references

Whats in it for me?

Multiple stakeholder approach

Possible Responses by Practitioners

5. Rhetoric about developmental focus and reality
6. System Factors are ignored
7. Appraisal problem of inconsistency and
subjectivity
8. Wrong focus on financial rewards
9. A means of oppressive or coercive control
10. Disenchantment of both line managers &
employees