Performance Management Principles

Line managers should be involved in the design and development of Performance Management processes as a mandatory requirement.

The primary goal of Performance Management is to reduce paperwork and speed up the process.

Managers should be made to defend their ratings to reduce pressure in Performance Management.

Coaching and guidance to individual managers is not necessary for effective Performance Management.

Formal training is not necessary for managers to develop Performance Management skills.

The emphasis on 'performance management throughout the year' can increase pressure on managers.

Line managers' commitment is essential because they have to implement performance management processes.

Considering ethics in performance management is only necessary for top-level managers.

Procedural fairness in performance management involves only the principles of accuracy and consistency.

When employees perceive performance management as fair, they are more likely to accept undesirable outcomes.

Transparency in performance management means that only employees directly involved in the process have access to decision-making information.

Mutual respect between employees and managers is essential for effective performance management.

Only HR specialists are responsible for following up with newly appointed or promoted managers to discuss their progress and provide guidance.

Conducting regular surveys of employee reactions to performance management can help identify individual weaknesses.

Standard Chartered Bank's approach to developing performance management skills involves only Line Managers.

Respect for the individual is not a fundamental principle of performance management.

Only Line Managers can provide effective feedback techniques in a performance management system.