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Managing performance
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we present a critical evaluation of performance management whichbegins with a consideration of the argued importance of performance management, moves through discussion of its inherent processes and associated key issues, and ends with a critique of such processes and their organisational contribution. This evaluation permits insight into why organisations adopt performance management systems (PMS) and the challenges theyface in achieving their goal: the improvement of individual and organisational performance. We tackle a number of the book’s over-arching themes, considering broadly the influence of globalisation and increased competition on an organisation’s need to maximise performance, and discuss also more specifically the increasing need to devise PMS that apply to expatriate employees, the incidence of which has increased with globalisation. Technology and change are again broadly argued to have driven an enhanced need for organisational performance, and consideration is given within the final section on future issues to the emerging role of technology within PMS
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Managing performance
Management
English
2013
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