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Performance management systems are often associated with the urge to control and penalize underperformance. Despite the general employee perception regarding this matter, the main roles of performance management systems are totally different:
A brief history
Traditionally, the Indian Government used to be described as a rule-based structure, primarily focused on processes. Such an approach was mainly oriented towards input usage, and performance was assessed against money spent on different projects / schemes. The drawback of this modus operandi was that it failed to look at the results achieved by the activities undertaken by the Government.
The Canada Revenue Agency (CRA) is the organization responsible for tax revenue collection and benefit administration. Its unique approach is the one that guides its path to performance:
The future of the automotive industry does not only refer to sustainable and sprightly driving. At BMW, the future is being mirrored in their technology, visionary design and customer driving experience.
Current organizations achieve their goals mostly nowadays working on projects that can be successfully brought to an end when and if they are accomplished by working teams. These teams can be predefined by the organizational structure or, in some cases where companies have very flexible policies, teams can be formed at the employees’ proposals and choices.
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