Talk:Performance management

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Untitled[edit]

You brought a good point, how can exactly track performance of hospitality industry employees! You can not totaly track it! it's intangabele nature will be on the face! ##You'd develop key metrics that quantitatively track key business processes (eg. average days taken to respond to a customer enquiry, number of complaint rec., number of commendations etc. - even a metric such a %repeat custom would be useful - ie. are customers having a stisfactory experience and returning?), you'd also choose some KRI metrics that, if on-target, can reasonably be expected to deliver a customer experience that is qualitatively of a high standard. Cycles of BPR to address problem areas. In short, you'd approach performance management in exactly the same way as any other industry with a focus on customer experience alongside, efficiency, raisk management etc. Bit of a dopey question really!


Untitled[edit]

I removed the phrase 'simply put' that began the article. That's too folksy for Wikipedia. —Preceding unsigned comment added by Lifeasaperson (talkcontribs) 21:56, 11 February 2010 (UTC)

All information on performace management...

Performance management is the performance against the standard of the organization. specially in hospitality performance management covers customer service skills, general skills and technical skills as well. —Preceding unsigned comment added by 210.11.140.177 (talk) 02:14, 30 October 2009 (UTC)

I have a question? When using the balanced Score card and determining the performance measures for each quadrant. Do the measure?. per quadrant have to be equal? i.e. balanced. In other words should each quadrant = 25 and the total scorecard equal 100, therefore being balanced? Could you not (strategically) create focus by making the People(Growth and development) quadrant say... 30 and Process 20 in line with your stregic intent? What is the most effective and common practice? Matthew —Preceding unsigned comment added by 41.241.122.3 (talk) 08:00, August 29, 2007 (UTC)

How to rate perfomance management?[edit]

'the problem with performance management is that it put employees in great pressure as some of them do not want change because some have a fear of being failers,as the organisation processes will change through organisatinal improvement.' —Preceding unsigned comment added by 196.24.24.3 (talk) 14:50, 13 October 2008 (UTC)


Short-cycle vs. long-cycle performance management : Kuru[edit]

Kuru removed information regarding short-cycle and long-cycle management that was cited to a page on FairSetup. Not clear how legit FairSetup is, but they seem to be a service provider in this area. Looking around, there are references to short-cycle appraisals, such as this:

[[1]]

But nothing that covers the subject like the FairSetup article. I suggest to leave this citation up for now until a better one is found. I am also in this space and the industry as a whole is changing - with players like Rypple (now work.com), SmallImprovements, Sonar6 and others, it seems that the terminology is somewhat in flux. — Preceding unsigned comment added by 50.138.224.104 (talkcontribs)

No thank you. It's not even close to a reliable source. I've removed the link and requested cites on the rest of the material. Since you've added it, I presume you can back it up with third-party references. If we can't source it, it will need to be removed. Kuru (talk) 14:29, 7 July 2013 (UTC)
What's the criteria for something to be a "reliable source"? The article also references [[2]], which also seems promotional. Point well taken on other sources though - will see if I can find. Can we cite industry reports by analyst organizations (Gartner and such), which might not be available without a fee?