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HR For Small Business For Dummies, Australian Edition by Paul Maguire

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Chapter 9

Performance Expectations: The Wage–Work Bargain

In This Chapter

arrow Setting the right standard for the wage–work bargain

arrow Understanding what performance measures to pay attention to

arrow Giving feedback and making changes

arrow Analysing performance within the first 6 months

arrow Managing poor performance with warnings and procedures

Anyone can do any amount of work, provided it isn’t the work he is supposed to be doing.

Robert Benchley

Y ou set the standards of performance, provide the necessary tools, direct employees in how to perform work and pay wages for the time employees spend performing this work. In exchange, employees apply their knowledge, skills and experience diligently and conscientiously in the interests of your business. This describes, ladies and gentlemen, the fundamental wage–work bargain.

In this chapter, I explain how to get the best value from that bargain by creating an effective system to manage performance. I cover how you can improve your business by defining, facilitating ...

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