Posts Tagged: Performance management

Powerful people are more black and white and dole out more severe punishments

People put into a position of power become more black and white, more judgemental, are more convinced of their own righteousness and more likely to punish others more severely for any transgressions against their sense of what is right. The research by Stanford researchers was published in the current edition of the Academy of Management Journal.… [read more]

Organisations don’t do bad news well

An article in the January 2013 edition of the Journal of Management looks at how people in different organisations deliver bad news. The author concludes that they don’t do it very well, even though they do it a lot—in performance reviews, performance management discussions, in firing people and so on.… [read more]

Self-rating is far from accurate

Many companies get prospective hires, and existing staff to indulge in self-rating. I have always thought that this was an absurd exercise since the science is in that one can never rate oneself accurately. Research from the University of Toronto and published today in the Journal of Personality has found that almost anybody is better qualified to rate someone than the person themselves.… [read more]

360⁰ surveys can do more harm than good

Generally 360⁰ surveys are a very useful tool. However research published in the latest Monitor on Psychology suggests that 30 percent of 360’s do more harm than good. So what makes a ‘good’ 360 survey? According to the researchers the trick is to make sure there are at least 6 respondents in each category and that there is meaningful coaching follow-up.… [read more]

Prospective memory failure

This occurs when you form an intention to do something—even something vital—and you forget because you are distracted by something else. You then continue with your other tasks, quite forgetting the one crucial thing you meant to do. Research published today looks at why and how this phenomenon occurs.… [read more]

Focus on strengths

In all our work with firms and corporations we emphasize the need to concentrate on what an employee does well, not catch them out doing something wrong. A neat research piece from the Gallup Management Journal endorses this approach and offers some crucial questions that managers, employees and leaders need to ask themselves to develop the right approach.… [read more]