Performance Management

Intense monitoring of individual output doesn’t lead to more productive employees and can limit workers’ professional growth.

Blocking employee advancement is a lose-lose proposition for organizations, employees, and managers themselves, new research shows.

Your organization’s highest-performing employees want executives to focus on outcomes and accountability, not office badge swipes.

Managers must make deliberate choices to support older workers’ use of complex technologies.

Measuring and improving performance are two separate objectives best achieved through two distinct processes.