Category Archives: Performance Management

Learning by trial and error: how bizarre is that?

In a recent paper, Kieth & Frese^[1] describe error management training (EMT) in which trainees learn through a process of making errors and correcting them.  The theoretical foundation of EMT is action theory. The idea behind action theory is that the learner already has an action-oriented mental model or part formed mental model of some sort that is useful to the task to be learned. Keith & Frese note that the more adequate the mental model the more successful the result will be. Continue reading →

360-degree appraisals or simple, old-fashioned one-to-ones?

There are five possible rating ‘directions’ that can be used during performance appraisal – self appraisal, downward (boss) appraisal, upward (subordinate) appraisal, peer appraisal and 360 degree (multi-source, multi-rater (MSMR)) appraisal.  All have benefit but all have their problems and in reaching a conclusion about which to use one needs to understand the dynamics of each ‘direction’.  There is also a danger in receiving negative feedback. Continue reading →

Management in Action: Appraising Staff Performance

Two of the most obvious management functions are the combination of objective setting and the subsequent monitoring of the resulting performance and objectives achieved.  It is surprising then that managers in firms so seldom engage with performance review or appraisal unless driven by their HR department. If that’s the case, this pretty well limits appraisal to larger firms.  What then does the SME principal do?  What sort of appraisal system can the principal successfully implement?

This brief blog reviews the methods and benefits of staff appraisal and makes a recommendation for getting started. Continue reading →

On Remuneration: a pay model for SMEs

Pay is a complex business.  Often we only get a measure of how well a firm pays relative to the employment market when people leave.  Then of course it’s too late.  Pay is not the only reason why folk leave one firm and move to anotherbut often it is high in prominence in the overall decision.  This blog sets out the primary criteria in deciding how much to pay an employee for doing a job and then describes a pay model that allows these criteria to be met.  If followed, this model enables the SME principal to set fair and appropriate wages for all staff. Continue reading →