A Quote by Jeffrey Pfeffer
Possibly the biggest issue, however, is that performance appraisals focus managers attention on precisely the wrong thing: individual people. As W. Edwards Deming, the father of the quality movement, taught a long time ago, company performance often results more from variations in systems than from the individuals doing the work.
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Managers don't like giving appraisals, and employees don't like getting them. Perhaps they're not liked because both parties suspect what the evidence has proved for decades: Traditional performance appraisals don't work.
A demanding performance challenge tends to create a Team. In any situation requiring a combination of multiple skills, experiences and judgments, a team inevitably gets better results than a collection of individuals. Teams provide the kind of responsiveness, speed, on-line customization and quality that is beyond the reach of individual performance.
The most basic problem is that performance appraisals often don't accurately assess performance.
Traditional performance reviews have passed their sell-by date. Big time. There's research showing that roughly two-thirds of performance appraisals have either no effect - or a negative effect! - on employee performance.
Once you recognize that all documentaries are performance, it's not a matter of 'if' they should be performance. They are performance, and they are performance precisely where people are playing themselves.
Expected outcomes contribute to motivation independently of self-efficacy beliefs when outcomes are not completely controlled by quality of performance. This occurs when extraneous factors also affect outcomes, or outcomes are socially tied to a minimum level of performance so that some variations in quality of performance above and below the standard do not produce differential outcomes
There was a strong focus on performance and respect for people. And one of the points that my father always made was that with all the challenges and obstacles and barriers, the one thing you can control is your performance. And that is one thing I have tried to adhere to throughout my career.
Long ago, I realized that success leaves clues, and that people who produce outstanding results do specific things to create those results. I believed that if I precisely duplicated the actions of others, I could reproduce the same quality of results that they had.
Hackman's paradox: Groups have natural advantages: they have more resources than individuals; greater diversity of resources; more flexibility in deploying the resources; many opportunities for collective learning; and, the potential for synergy. Yet studies show that their actual performance often is subpar relative to "nominal" groups (i.e. individuals given the same task but their results are pooled.) The two most common reasons: groups are assigned work that is better done by individuals or are structured in ways that cap their full potential.
It is much more difficult to measure non-performance than performance. Performance stands out like a ton of diamonds. Non-performance can almost always be explained away
I discovered a long time ago that if I focus on doing the right thing for the long term to improve the lives of consumers and customers all over the world, the business results will come.
The two greatest role models in my professional career were Walt Disney and Dr. Deming. Dr. Deming was the Father of Total Quality Management and the person who redefined quality for the entire world.
After careful consideration, we have decided that for our next fiscal year, we'll issue guidance on comparable store used unit sales and on earnings per share only for the full fiscal year. We will no longer issue quarterly guidance. This decision reflects our continuing focus on longer-term store, sales, and earnings growth and on return on invested capital, and our recognition that the performance in shorter-term periods can be more volatile than over the longer term. As we report our quarterly results, we plan to comment on how our performance is tracking against our annual guidance.
I have a company in the U.K., a performance-capture studio. We're looking to push the boundaries of performance-capture technology in film and video games, but also in live theater, using real-time performance capture with actors onstage, and combining that with holographic imagery.
If you're going to be hosting any event or a performance or having dinner with people after a performance, it is work, but it's also social: food and a glass of wine would be involved often.
My interest in time emerged out of an engagement with the media that I was working with. Film and performance are temporal media. They rely on time. When I'm carrying out a performance, it matters, for example, how long I hold one particular gesture or posture. Seriality is very important too. Performance can be used to dilate time or to repeat time. And video, in turn, has its own time.
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