When a manager speaks about performance management, they
are really talking a bout employee motivation toward their
jobs and being aligned with the business direction. If all
persons were able to be self-determining in regard to their
own motivation and they exercised it to carry out what was
best for the business and its stakeholders in all interactions,
then performance management would not need to exist as a management
function. This paper is about how to put in place what is takes
to have people be self-determining in regard to their motivation
and to self-aligning with where the organization is planning
to take itself in the present and future. Performance management
comes from within the person, not from the manager. It leads
to a very different nature of performance review and level
of commitment to learning and change. 13 pgs
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