Monthly Archives: August 2011

The Big Question for Performance Management: Why Do Managers Use Performance Information?

Moynihan, Donald P., Pandey, Sanjay K. (2010). The Big Question for PerformanceManagement: Why Do Managers Use Performance Information?, The Journal of Public Administration Research and Theory, March 2010, 18p. We propose a slightly different question, which we believe is another big

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Rediscovering performance management: systems, learning and integration

Brudan, A.(2010). Rediscovering performance management: systems, learning and integration, Measuring Business Excellence, Vol. 14, no. 1, pp. 109-123. Sources of tension in the field: The fragmented body of knowledge of performance management as a discipline Tension between the command and control

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Best practices in talent management

Best practices in talent management, Special advertising supplement to Workforce MANAGEMENT, 14 December 2009 and 6 June 2011. Does Your Global Performance Management System Perform Where it Counts? (Workday, 2009) In order to maximize global productivity, a company should consider

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Performance Management: It’s a Lot More Than Annual Appraisals

Peopleclick Authoria (201_). Performance Management: It’s a Lot More Than Annual Appraisals, 5p. “I want to know what my people can do, not just what their ‘performance score’ is.” – CEO, major telecommunications company Annual performance appraisals have a place, to

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Talent Management – Benchmarks, trends, and best practices

O’Leonard, Karen (2010). Talent Management – Benchmarks, trends, and best practices, Bersin & Associates, 32p. HR acts as the steward or facilitator of the talent strategy Ensures structures and resources are in place Implements tools, processes & systems Business leaders and

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Employment Paradox: Unemployment, Skills Gaps, Difficulty in Hiring

Bersin (2011). Employment Paradox: Unemployment, Skills Gaps, Difficulty in Hiring. Skills shortages have become more acute, creating a growing mismatch between demand and supply. Approximately three-quarters of employers globally cite a lack of experience, skills or knowledge as the primary reason for

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The Seven Tall Tales of Talent Management

Vona, Mary K. (2010). The Seven Tall Tales of Talent Management. Aon Hewitt, 12p. As the economy moves toward a tepid uplift, the more prepared organizations have remained flexible, creative, responsive, and have not lost sight of the importance of talent

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Managing tomorrow’s people

PwC (2007). Managing tomorrow’s people. 36 p. The Blue World Big company capitalism rules as organisations continue to grow bigger and individual preferences trump beliefs about social responsibility. This strategy has led to an increase in staff retention rates as

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Managine the Ten Commandments

Hillis, Laurie (200?) Managing the Ten Commandments. Banff Leadership Center, 3p. The failure of PM systems may hinge on: A lack of support from top management; A culture that doesn’t support people development; An inherent “Theory X” approach to the

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Strategies for growth

Towers Watson (2010). Strategy for growth. October 2010, 11p. In a just-completed survey of more than 700 companies in all regions of the world, finding and keeping talent was the biggest potential obstacle to achieving growth across virtually the entire

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