Performance Review: Balancing Objectives and Content

Strebler M T, Bevan S, Robinson D | Report 370 | Institute for Employment Studies | Jan 2001

Many employers question the relevance and effectiveness of traditional forms of performance review (PR) to their flatter and flexible work structures.

This report examines the PR systems and processes of seven organisations in the public and private sectors and the views of 1,000 managers.

How do employers position their PR processes to improve both individual and organisational performance? How can PR be introduced in a way which truly engages employees? Does linking pay to PR make a difference? How can we transform PR from a tired beast of burden into a thoroughbred?

As one of the most visible services HR delivers, the success of PR can do much to increase its credibility as a strategic business partner.