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One of the key challenges faced by organization’s leaders in the current business environment is how to retain their talents in order to enable business success. As Broman (2010) acknowledges, “retaining talents isn’t simply a question of “headcount” – it can make the difference between the success or failure of a company and the winning and losing of market share, investors, new clients and contracts”.
The traditional level at which performance management concepts are used in organisations is the individual level. Individual performance management is the organisational level with the longest history, as it mirrors the evolution of organizational complexity . A recent Aberdeen Group Report, released in September 2010, provides more insight into the characteristics of the employee performance management practices in manufacturing organizations.
A research brief released recently by the USA based National Council on Compensation Insurance Inc. (NCCI) indicates that the workers compensation claim frequency declined with 4% in 2009, compared to 3,4% in 2008. However, the data also reveals that though claim frequency is down, indemnity and medical severity continue to rise, outpacing the wage inflation.
According to a recent article published in several high rated Australian newspapers, „ the days of the bank boardrooms being the domain solely of suits and ties could soon be at an end” (Johnston and Bibby, 2010). This comes as a result of several banks such as Westpac and Commonwealth Bank who announced new policies to dramatically boost the number of women in management roles.
Over the last decade or so, there has been an increased focus and debate on gender diversity of top executives and managers of corporations. This was caused mainly by the low proportion of women reaching top positions (Grant Thornton, 2009), despite the proved positive effect of gender diversity on organizational performance (Smith et al, 2005).
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