Here's a post that is mainly for those Business Studies and HR teachers who read HR Case Studies.
The attached case study describes a common situation where a newly appointed manager needs to be set performance management objectives by his line manager.
As is frequently the case, there are probably too many items to go into the suite of objectives for the year, so the manager will have to exercise some discretion over what goes in and what stays out.
Also there are probably a couple of items that just need to get sorted out rather than captured in a formal appraisal paperwork. Or is this not the right approach?
Surely not all of the objectives can have timescales attached? Or can they?
And let's face it: the idea that each of these issues can be written up as SMART objectives is daft. Or is it?
And is ten items too many to be included in a performance management review?
Good luck!
Performance Management Case Study
Read the complete post at http://hrcasestudies.blogspot.com/2010/01/performance-management-case-study.html
Posted
31 Jan 2010 10:59 PM
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HR Case Studies
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