Managing people is critical to performance management

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Managers must act according to the specific, situational facts: To be sure, there are some generalizations (about human behavior), but these only guide the manager as he grapples with the particular conditions of his organization. The first major problem of the manager is to know what the present (human) relationships are and what they mean." Well-intended generalizations and "magic bullets" seldom work.

Platt discusses factors that increase or detract from human productivity, such as individual incentives, environmental conditions, inter-personal relations in the workplace, policies, and work processes. The fundamental importance of wanting to do better as a prerequisite for improvement. This explains how performance improvement efforts are stymied when individuals draw up their defenses against unwelcome feedback.

By contrast, they are advanced when individuals are able to recognize how existing practices, procedures, and policies adversely affect their goals. This suggests that managers need to apply a theory of human learning, while paying attention to bureaucratic and other practices that reinforce poor results.

A model, applied in a case setting, for changing the culture and work processes of organizations. These strategies are typical of large-scale change processes, and are readily adapted in other settings. He stresses that top managers must define the values of organizations. They must review policies and develop people-centered strategies to get lower managers and supervisors "on board" and committed to change.
There are thirty-seven political, bureaucratic, resource and other barriers to performance management in government.

The implication is that managers are likely to encounter "a good many" of these in their endeavors and that they do well to anticipate them in the planning and implementation of performance management. Some researchers also examine barriers, especially those that arise during improvement efforts. He identifies five problems caused by performance management strategies as well as strategies for dealing with them. Taken together, these articles round out a rich understanding of the scope, substance, and context of performance management. (Joseph H. Boyett, Ph.D. 1993.)
 

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Within the context of formal performance appraisal requirements, rating means evaluating employee or group performance against the elements and standards in an employee's performance plan and assigning a summary rating of record. The rating of record is assigned according to procedures included in the organization's appraisal program. It is based on work performed during an entire appraisal period.