Performance Management Values

Performance Management Values are based upon the ethical principles of respect for the individual, mutual respect, procedural fairness and transparency.

There are, however, two types overriding values — a) importance of the goals should not be imposed by the management, they should be debated with managers, employees and employee representatives in order to obtain general agreement and understanding that these are the things that matter. b) There should be a process called ‘reality checking’. This means finding out if behaviour is consistent with espoused values and if not, what needs to be done — change the behaviour or change the value. 

The Values refer to beliefs that: 

1. The management of the organisation has the overriding responsibility for creating the conditions in which high performance is achievable;
2. Everyone is concerned with the improvement of performance; it is the joint responsibility of managers and their teams and they are mutually dependent on one another to attain the purpose; 
3. People should be valued for what they are as well as what they achieve; 
4. The needs of individuals as well as those of the organisation must be recognised and respected;
5. Individuals should be give the opportunity to express their views about the objectives they are expected to achieve; 
6. Individual should understand and agree to the measures used to monitor their performance and should be able to track their own performance against those measures; 
7. Individual have the right to obtain feedback on their performance and to comment on that feedback; 
8. Individual should know how and why decisions affecting them emerging from performance reviews have been made, and should have the right to appeal against those decisions; 
9. The focus should be on developing performance rather than merely managing it—priority should be given to the developmental aspects of performance management. 

(Courtesy of Winstanley, Stuart-Smith, Boyett, Conn, Michael Armstrong.)