Tony worked as a journalist before going into management, PR, communications and marketing. He has been a board director of Land Rover, BL Cars Europe, Dunlop Slazenger International, the Saudi Arabian National Guard Medical Service and Saatchi & Saatchi where he was Deputy Managing Director of th
In simple terms, the main goal of performance management is to motivate the staff of an organization to efficiently and effectively work towards larger corporate objectives. While this may sound like an easy task, however, performance management is remarkably complex, particularly in increasingly diverse workplaces where employees with different cultural and ethnic backgrounds, religions, sexual orientations, and identities all need to work together. What Else Do Managers Do? is a detailed but humorous management e-book which aims to demystify performance management and provide effective and practical strategies for today’s managers. It is available as a free download here.
What Else Do Managers Do? simplifies performance management into three fundamental managerial responsibilities: performance appraisal, behavior management, and management of employee stress. In addressing these responsibilities, a variety of practical topics are discussed, including evaluation methods and productivity measures, sickness absence, staff turnover, Honey and Mumford’s learning styles, motivational theories, identifying employee stress factors, and the manager’s role in employee stress management.
Useful assessment quizzes and review questions are used throughout the text. A detailed bibliography for further reading is also included. Interested readers should also refer to the first management text in this series,What Do Managers Do?, which is also available as a free download on bookboon.com.
Much is made in management text books about performance management – but what exactly does it mean and how does it work? How do we judge performance and how do we ensure that acceptable standards are maintained?
On top of this, in a related issue, the UK – and many European states - has been fixated for some years now about managing equality and diversity. How do we ensure that people of other ethnic groups, religions, age, gender and sexuality are not discriminated against at work? How do we allow for cultural differences when, for example, considering applicants for a job? And, is this all a knee-jerk reaction which will gradually find its own level in society in years to come?
Finally, in this chapter, what are the bases for current disciplinary procedures? What can we do at work and what can we not expect to get away with? Is the law – and the vast raft of new legislation and European directives in particular - helping or hindering common sense in the workplace?
We will explore these areas in this chapter and try to form a logical conclusion whole finding some answers to these and other questions.