Managing Individual Performance

A review of some of the most enduring models and basic principles relating to motivation in the workplace.

This article looks at Hertzberg's Motivation-Hygiene Theory and Maslow's Hierarchy of Needs.

This article looks at McGregor’s Theory X and Theory Y.

The two groups of performance management experts (Torrington and Hall, and Cave and Thomas) have formulated models for showing the cyclical nature of performance management processes, which are reviewed here.

The 180 and 360-degree feedback models have been instrumental in assessing and improving the performance of individuals, teams and departments in many of today’s successful organisations.

There has been a growing diversity of reward solutions used to encourage and reward higher contribution in response to the criticism levied at merit pay schemes in recent years. Brown and Armstrong’s model, which integrates four different aspects of total rewards, is outlined here.

B players have considerable influence on your organisation’s long-term performance. DeLong and Vijayaraghavan describe B players’ strengths, the four B player types and offer ways leaders can foster their brand of talent. Their views are summarised here.

Managing performance isn’t just about nurturing the good to great performers (B and A players) – every organisation must have a clear strategy for dealing with all levels of performer, including the poor performers or C players. This article reviews Handfield-Jones et al’s approach to managing such people.

Forced ranking involves comparing the performance of employees not only against objectives but also against that of their peers. Those at the lower end of the performance range may be offered training or coaching, but in many organisations, are equally likely to face dismissal. This document introduces forced ranking and considers its benefits and disadvantages.

Performance related pay is not without its critics. This article sets out some of the factors to be considered when designing or re-engineering a PRP scheme.

Jean-François Manzoni demonstrates how managers can aggravate poor performance and ineffective relationships in their team by perceiving individuals to be poor performers.

Coens and Jenkins take on the business world's most sacred cow. This thought provoking review provides an entirely fresh perspective designed to get you to question your assumptions and work from new thinking.

Use this guide to help your team express their development needs accurately and select the most appropriate development methods.

Giving feedback is an important element of the performance review process, therefore it is important to be able to deliver both positive and negative feedback effectively. Here we offer tips on giving feedback to your team members.

This article contains brief guidelines on how to receive and make effective use of feedback. Given that the feedback in a performance review is two-way, this article is useful for both appraiser and appraisee.

An outline of the advice from Heike Bruch and Stephen Taylor on how to improve a team’s productive energy state.

Many organisations experience problems with performance appraisals, as both employees and managers perceive them to be ineffective. This article outlines some of the common problems and pitfalls associated with conducting appraisals, and offers practical guidance on improving the delivery of performance appraisals in your organisation.

Peer appraisal is an increasingly popular method of appraisal, where immediate colleagues or team members, rather than managers, assess employee performance. This article provides an overview of peer appraisal and considers some of the pros and cons associated with its implementation. Guidance is also provided to help ensure that peer appraisal is a success in your organisation.

Self appraisal describes a process where individuals, rather than managers, evaluate their own performance. Self appraisal is often used to complement existing performance review processes, as it can increase employee commitment to improve performance. This article looks at the development of self appraisal and presents some of the advantages and disadvantages associated with this approach.

Asking appropriate questions is a critically important element of a performance appraisal meeting. This article outlines the difference between helpful and unhelpful questions, and covers seven key questioning styles.

This article contains a practical framework for conducting return-to-work interviews with employees. Use it to help the meeting flow and to maintain a sense of direction.

Being able to listen is an important skill, particularly in relation to conducting performance review meetings with your team. These tips will help you fine-tune your listening skills.

Peer appraisal can provide useful insights into an individual’s performance as well as a different perspective on their work. However, many people can feel uncomfortable or awkward in appraising their peers and this reduces the effectiveness of the process. These tips will help you conduct an accurate, honest peer appraisal of your colleagues.

Regular self appraisal is an important aspect of an inclusive performance review framework. As a result, many organisations use self appraisal to encourage their employees to evaluate and assess their own performance. If you have been asked to undertake a self appraisal, this article offers tips to ensure you conduct the process with fairness and objectivity.

This article provides information on the legal aspects of performance management. It provides a legal overview and addresses specific legal issues associated with the people dimension of performance management. Please be aware that the content in this article is intended to develop awareness of legal issues that might arise. It is not intended to constitute legal advice. Please contact a qualified legal advisor if you require specific legal advice.