“The vast majority of bank staff want to do the best for their customers but can’t because they are under constant pressure to hit ever-demanding targets, which increase every year. A failure to hit those targets can result in staff being subject to performance improvement plans and in some cases being dismissed for under-performance. A number of management practices we have been dealing with are based more on humiliation than on positive motivation. Extreme pressure causes desperate people to do desperate things. In that kind of environment, it is surprising that there have been so few mis-selling scandals.” Affinity (2012), Written evidence to the Parliamentary Commission on Banking Standards
The popularity of coaching increased over recent years due to the features of modern organizations (i.e. flatter organizational structures), where employees have to adapt and quickly develop in terms of skills and responsibilities.
Performance management, and especially performance management at individual level is a hot topic, debated by HR professionals, managers, employees, academics, researchers and practitioners alike. In the past almost 50 years, ever since it started being formally implemented, both the process itself and the name used to describe it have gone through numerous changes. So what is in store for performance management?
In the workplace, the concept of equity refers to comparisons employees make between themselves, their co-workers, and also people from other firms, in terms of inputs and outcomes.
The concept of organizational culture is believed to be one of the most discussed topics when studying organizational performance. By calibrating an organization’s culture to the values and general principles encountered among its employees, a company can set the context needed for employees to perform and thus, to obtain the expected results.
